For advertising information contact: Bailey Dayen bdayen@cagrocers.com
The Inland Empire: California’s Rising Star Why grocers
Michel Leclerc
PRESIDENT’S MESSAGE
2024 Bears Fruit for Grocers
RON FONG PRESIDENT AND CEO
CALIFORNIA GROCERS ASSOCIATION
This time of year revolves around the table. During the holidays we gather with friends and family to share meals. We find common ground and make connections through nourishing each other and enjoying one another’s company. These moments are all made possible by the grocery industry. Life around the Capitol is no different. In fact, the myriad gatherings when the Legislature returns in early December are even referred to as “The Daily Bread.” It’s a bit of a social circuit, and CGA’s job is to break bread with legislators, staff, and other assorted policy influencers. Our Vice President of Government Relations, Daniel Conway, often compares Sacramento’s political scene to high school, and he’s not wrong. Sometimes it can feel that way. Yet, it’s engaging in this process and working for our daily bread that produced one of CGA’s best political years ever.
By CGA having a seat at the table in Sacramento, the Association turned in a fantastic political year for grocers iStock
You’ve by now probably read or heard much of the following, yet it’s my belief that seeing these accomplishments assembled in one place is necessary for its full effects to sink in. Taken together, 2024’s political wins represent millions and millions of dollars for your companies.
At the ballot box Prop 32 failed and Prop 36 succeeded. For a refresher, Prop 32 sought to increase the minimum wage to $18 per hour while Prop 36 had the goal of fixing Prop 47’s unintended consequences. In both cases CGA and the industry at large were instrumental in making the case to voters. Because grocers anchor communities, the industry is often the best messenger to explain how unnecessary regulations and cost increases translate to higher prices. Your voice was also vital in explaining how Prop 47 made California communities less safe.
The successes didn’t stop at the ballot box. CGA landed a vital win when we stymied SB 1446, which sought to restrict selfcheckout in your stores. Look no further than this very issue, our forecast for 2025. Shoppers want innovation and options
that make their lives easier—not harder. SB 1446’s demise protected the industry’s ability to improve the shopping experience for Californians.
Beyond SB 1446, California’s legislature passed a retail theft bill package and negotiated a deal that fixed the Private Attorneys General Act (PAGA). We’ve already heard from members that the volume of frivolous lawsuits landing on their desks has declined.
In a normal year, these two accomplishments would provide plenty to celebrate for the money it will save your businesses. Neither compromise would have been possible without the grocery industry having a seat the table—a fact the Governor reiterated to me privately at his historic retail theft billsigning ceremony.
Now that we’ve reflected on the past 12 months, our focus now shifts to the future. That’s the theme of this magazine issue, and I hope you enjoy its exploration of future considerations. Wishing you and your loved ones a joyful and prosperous holiday season. I’ll see you in the new year! ■
CHAIR’S MESSAGE
Reflecting on a Year of Wins
LYNN MELILLO BRISTOL FARMS
Management consultant and author Peter Drucker said, “Follow effective action with quiet reflection. From the quiet reflection will come even more effective action.”
That’s exactly how I approached the last couple of months of what was a banner year at the Capitol for the grocery industry.
When reflecting on my year at the helm of CGA, I’m transported back to my first official duty as Chair last December. As I testified about the perils of retail theft before a skeptical panel, I couldn’t have foreseen the outstanding year ahead. In my last column, I celebrated the substantial retail theft reform package signed into law by Governor Newsom. This November brought about even more good news for retail theft reform with the passage of Prop 36.
Prop 36—a CGA-supported ballot measure to reform parts of Prop 47—was approved by voters at a resounding 68.4%. The measure will reclassify some misdemeanor theft and drug crimes as felonies. After a long battle for retail theft reform, its passage gives us further closure that Californians are fed up with seeing brazen theft in our stores. As an asset management professional myself,
I am thrilled by this result and look forward to the relief the bill package combined with Prop 36 will bring to grocery operators across California.
Another victory for the grocery industry at the ballot box was the defeat of Prop 32, a ballot initiative that would have increased the state’s minimum wage to $18 an hour. As part of the Prop 32 opposition campaign, CGA made it clear that a higher minimum wage would increase prices on grocery store shelves and impact career opportunities due to the industry’s slim profit margins. With the economy top of mind this election, the message resonated with voters. The failure of Prop 32 marked the first defeat of a minimum wage initiative of this kind nationwide in nearly 30 years.
We also can’t forget the vital role CGA played in negotiating reform to the Private Attorneys General Act (PAGA). CGA collaborated with Gov. Newsom, labor advocates, and business groups to reach meaningful reforms that saved business significant costs and removed the expensive “Fix PAGA” initiative from the November ballot. Finally, I want to acknowledge CGA’s efforts to defeat a bill that would have added burdensome restrictions on self-checkout and new technology deployed in stores (SB 1446). The Association fired on all cylinders to defeat this bill through a combination of an aggressive online campaign, earned media efforts, and advocacy at the Capitol.
With all these boxes ticked, the Association was freed up for the final months of the year to reflect on our successes and plot ahead for 2025. I joined the CGA Government Relations committee in West Hollywood for its annual in-person meeting to do just that. The committee discussed key programs like CRV recycling and heard insights from legislative leaders on California’s political landscape going into next year.
I also had the pleasure of sharing CGA’s work at the Capitol with the bright students of Cal Poly San Luis Obispo’s Agribusiness program during CGA and the Educational Foundation’s annual visit to Dr. Ricky Volpe’s class. It was so much fun to talk about CGA’s role in the grocery industry and share the business wisdom I’ve gathered with the next generation of grocery leaders!
Looking ahead, I am thrilled to congratulate my colleague, Michel LeClerc, as the incoming CGA Chair. I have had the pleasure of serving on the board with Michel for many years and am confident he will lead the Association to future success in 2025. Get to know our new chair in the pages that follow.
After a rewarding year as chair of CGA, I thank you all for your support and look forward to enjoying the sun and sand in Hawaii at the Independent Operators Symposium this January. Mahalo! ■
Congratulations to Steve Dietz on his retirement. Thanks for 25 years of service.
The Case For A Chief Food Officer
KEVIN COUPE FOUNDER MORNINGNEWSBEAT.COM
Controlling the Narrative Around Grocery Prices
There was a story in the Wall Street Journal not long ago that on the face of it may seem unrelated to the nuts and bolts of retailing. But I think embedded in it is a strategy that can be used by retailers to cater and appeal to their best customers.
The Journal writes this morning that Goldman Sachs is pitching its upper echelon clients—ultra-rich folks who are “increasingly important for the firm’s strategy to diversify its revenue beyond dealmaking and trading”—on the idea that it will provide “a personal chief financial officer as part of a team that manages their day-to-day lives and prepares for big life events—everything from tax and estate planning to paying their bills to helping them get financing for a jet. Have a charitable foundation? Goldman can help run it. Need a cybersecurity firm to make sure hackers can’t break through your personal Wi-Fi? It’ll do that too.
“Goldman is touting this offering as an alternative to the headaches wealthy clients may get from hiring employees for their own family offices and managing family dramas that can come along with it.”
To most of us this seems unimaginable and far removed from the reality of how we conduct our lives.
(Our family actually has a CFO. I’m married to her. Though, if I’m honest, she’s also the CEO. As we get older, I think I’m shifting into the role of influential shareholder. I’m pretty much okay with that, though I have the feeling that as the years pass, my influence is likely to wane.)
Now, for those of you reading this column within the context of an issue focusing on technological innovations in the grocery industry including smart carts and drones, let me concede that I’m not going to talk about technology here. I actually write about technology a lot, but I remain utterly persuaded that technology can be the means, but not the end. Smart carts are great, but where a food store can really differentiate itself is with the food that people are putting in them, and by understanding better than anyone else the customers who are pushing them.
I do think that the idea of catering to their best customers is one that retailers ought to adopt. Seems to me that retailers need to be scouring their data to figure out who those best customers are, and how they can provide expanded products and services that will keep them in-house. It can’t just be about coupons and discounts, though those things
surely have value. It must be about proving to these customers that the store is almost intuitive (though it actually is just sharp use of data) about what they want and need. If Goldman Sachs is providing a personal CFO to its best customers, then maybe supermarkets can do the same—except that this person would be a Chief Food Officer.
“Come to think of it, I don’t know of a single food retailer that actually has a Chief Food Officer.
This is remarkable, considering that supermarkets are supposed to be in the business of food. Rather, too many are in the logistics business, selling real estate on shelves and cases, and focusing on boxes and jars rather than celebrating—really celebrating—the foods that are in them. It is an old story—it is far less expensive to keep a customer than attract a new one. I just think that the Goldman Sachs approach has the germ of an idea that can work for food retailers.
Another example of how retailers can focus on best customers is Harrods—admittedly a retailer that lives in rarefied air, but another great example that retailers ought to find a way to emulate.
Harrods, of course, is best known for its flagship store on London’s Brompton Road—a five-acre site that offers one million square feet of retail space, with three food halls and numerous restaurants that specialize in the very best food products. (I was there earlier this year, and it is breathtaking.)
One of the really interesting things about Harrods, though, is its Harrods Aviation division, which offers a wide variety of services to its high-end—really high-end— customers. Customers can fly into several UK airports and have their private jets serviced and provisioned by Harrods, while electric limousines whisk them to Knightsbridge for a shopping spree in any of its 300-plus departments and boutiques. Harrods also offers other services. From its website:
• Harrods Air Charter offers tailored aircraft charter services to select customers, providing any aircraft from any location at any time. Whether you need a large cabin for a family trip from Shanghai to London
or a small jet for a quick trip from London to Scotland, we meet your needs efficiently and discreetly.
• Located at London Stansted Airport, Air Harrods complements Harrods Aviation with unique services. Air Harrods excels in meeting unique requests, from impeccable helicopter upkeep and skilled pilots to VIP charters and executive transfers, delivering bespoke solutions with attention to detail and excellence.
Granted, this is a lofty place to live and work. But the Harrods approach makes an important point.
Here’s an idea about this approach could be applied by traditional food retailers.
The day before a major holiday, a retailer could open an hour early for its best shoppers, giving them the opportunity to navigate the store with fewer crowds. Maybe they could lay out a small spread for them, so they could enjoy a coffee and doughnut, or some cut fruit, before doing their shopping.
To me, regardless of a store’s format, it is critical to be focusing on these best customers, with a relentless dedication to figuring out how to make them better customers. Reducing friction at every turn, offering them services and products that may not be available to every shopper, and identifying the white space where they can differentiate themselves.
And let’s be clear about a reality that makes this kind of focus mandatory. Smaller/independent retailers are likely to find themselves struggling to compete in a consolidating marketplace that would seem to favor the large.
Fortune also favors the bold, however, and that’s where these businesses have to train their attention. ■
iStock
iStock
INSIDE THE BELTWAY INSIDE BELTWAY
Grocery Shopping Trends for the Holidays and Retail Foodservice
JENNIFER HATCHER CHIEF POLICY OFFICER AND SVP, GOVERNMENT AND
FOOD
MARKETING INSTITUTE
MEMBER RELATIONS,
Consumers Feel Confident Managing their Grocery Budgets Ahead of Holiday Meal Season and More Seek Prepared Food Items for Hybrid Meals
In late October, FMI released our U.S. Grocery Shopper Trends 2024: Holiday Season report, which explores how consumers are maximizing their grocery dollars amid an environment of continued elevated food prices, particularly as they make plans for their holiday celebrations. The good news? Despite ongoing concerns about food prices, shoppers feel confident in managing their grocery budgets ahead of the holidays. These findings are further supported by our newly released Power of Foodservice at Retail report, which found that retail foodservice purchases continue to play a key role in shoppers’ meal preparation efforts.
Weekly grocery spending has remained relatively consistent this year, with an average of $158 per week. Shoppers are sticking to strategies like deal-hunting, choosing store brands and buying fewer items. Many shoppers are also prepared to manage holiday-related expenses strategically, focusing their spending on special meals and holiday essentials while being mindful of budget constraints. These actions underscore a budget-conscious approach, with a clear focus on maximizing every dollar while still preserving the quality of their holiday celebrations.
Against this backdrop, consumers report a strong sense of excitement and enthusiasm for the holiday season despite concerns about rising prices, with 73% of those celebrating holidays feeling very or somewhat excited. Furthermore, with 85% of shoppers reporting at least some control over their grocery expenses, shoppers are feeling more prepared to tackle holiday shopping this year.
“The “hybrid” approach to meal preparation—which integrates retail foodservice items like deli-prepared foods into weekly grocery shopping— is also increasingly popular, with shoppers reporting they prepared and ate more dinners at home in 2024 than at any time since 2020.
Shoppers recognize that semi- or fullyprepared items from their food retailer are valuable, budget-friendly options to supplement or even stand in for a meal cooked from scratch at home.
Consumer behavior is a significant driver behind the growth of retail-prepared foods, as evolving work patterns, health interests, and the need for convenience shape purchasing habits.
The shift to hybrid work has had a direct impact on meal choices, with more people turning to retail foodservice for lunch and dinner. Lunch in particular has seen the largest net increase as shoppers seek convenient solutions when working both remotely and on-site.
Health and nutrition are also top of mind for consumers. While nearly two-thirds of shoppers say they prioritize nutritious choices when buying prepared foods, only 26% are “very” satisfied with the options currently available. This gap presents an opportunity for retailers to meet a clear demand for more nutritious options.
And of course, convenience continues to be a critical factor, especially for timestrapped shoppers. Together, these trends underline the growing role of retail foodservice as a solution for modern meal planning, providing options that are accessible, customizable, and increasingly aligned with consumer health goals.
These shifts not only highlight what consumers are looking for, but also
reveal exciting opportunities for retailers to meet those needs more effectively. These include increased meal-planning support, grab-and-go breakfast items, emphasizing the value proposition relative to dining out, providing online menus and the ability to order ahead, and personalized marketing through digital tools.
Our research demonstrates that consumers are incredibly resilient and adaptable in
finding affordable and creative solutions offered by the food industry in order to feed their families, increasingly from foodservice at retail. Food retailers that provide shoppers with a wide variety of options can demonstrate to customers that they are valued partners in helping them identify convenient solutions to feed their families delicious, nourishing meals this holiday season.
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To download the U.S. Grocery Shopper Trends 2024: Holiday Season report, visit www.fmi.org/grocerytrends.
To access the Power of Foodservice at Retail report and other fresh foods resources, visit www.fmi.org/freshfoods.
WASHINGTON REPORT
Education Driving the Excitement at the 2025 NGA Show
GREG FERRARA PRESIDENT AND CEO NATIONAL GROCERS ASSOCIATION
Independent grocers are a dedicated bunch.
For many, time away from their business is time wasted, and vacations are certainly not a high priority.
NGA understands that your time is precious. That’s why The NGA Show is designed to help you make the most of your time, with an education-centric program built around what you need to know to move your business forward.
As I’ve stated many times, sometimes you need to take time away from your business to work on your business, and The NGA Show—Feb. 23-25, 2025, at the Caesars Forum Convention Center in Las Vegas— has the tools you need to fine-tune your business all year long.
From the high-powered general sessions to the laser-focused breakouts to the expo floor education theaters, The NGA Show’s multi-track education lineup is designed to set grocers up for success. Retailers and industry insiders lead most sessions, while the on-floor Thought Leadership Theater features vendor-led sessions that showcase new and innovative tools, techniques, technologies and strategies to grow sales and improve operational efficiency.
This year, we’re privileged to welcome Adm. William H. McRaven, retired U.S. Navy four-star admiral, celebrated author
and former chancellor of the University of Texas System, as our opening keynote speaker, generously sponsored by The Kraft Heinz Co. In addition to commanding U.S. Special Operations Forces at every level, McRaven has authored several books based on his leadership experiences. Attendees are sure to be motivated by his lessons that draw on more than four decades of service.
We’ll have the Best Bagger Competition, sponsored by PepsiCo, with the top grocery baggers from across the country competing for the $10,000 grand prize. The Creative Choice Awards, sponsored by Kellanova and Unilever, will recognize excellence in marketing and merchandising. And the industry’s future leaders will offer innovative solutions for real-life challenges facing grocers in the Student Case Study Competition, sponsored by UNFI.
This year’s student topic: Corporate Sustainability and Environmental Social Governance (ESG): How Independents Can Lead the Industry.
But at its core, the NGA Show is about education, and our program is designed to keep you on the cutting edge of the most important issues facing our industry, with tracks on technology, consumer trends, talent development and retention, operations, marketing and merchandising, the economy and public policy.
Back again to open the show on Sunday, the Tech Innovation Summit will focus on accessibility and practicality, with a special emphasis on improving and empowering the customer experience. Among the companies represented onstage will be Instacart, GroceryShopii, Flashfood, Birdzi, Sifter, Recall InfoLink, Shook Kelley, and King Retail Solutions.
More tech content is on the lineup over the following two days, including sessions on harnessing AI for price optimization, shifting to digital marketing, best practices for e-commerce, and multiple sessions on retail media networks.
FMS Solutions returns to lead our Financial Symposium, on the heels of the latest NGA/ FMS Independent Grocers Financial Study,
which explores grocers’ strategic responses to moderating inflation, shifting consumer behavior and rising operational costs. Some highlights of the annual study: Despite inflation easing, elevated prices and more cautious shopper spending led to a slowdown in inventory turns. Same-store sales edged up by 1.8%, driven more by inflation than unit sales. To remain competitive, independent grocers invested in their operations, primarily on remodels, loyalty programs, and
digital marketing. The symposium will reveal more details and expert-driven insights.
Subsequent breakouts will focus on boosting operational excellence in waste reduction, driving differentiation with private brands, and maximizing assortment for competitive advantage.
There are also sessions on talent recruitment and retention, increasing sales in rural markets, prepared foods merchandising, digital ad spending, traceability and
FSMA 204 compliance, leveraging AI for personalized marketing, and solutions for driving sustainability.
These are the details available as of this writing, but we’re continuing to update the agenda. For the latest education lineup, visit https://www.thengashow.com/ education-program.
I look forward to seeing you at The NGA Show! ■
NEW MEMBERS
CGA welcomes the following members:
Carl Buddig & Company
2280 Wardlow Cir Ste 230 Corona, CA 92880-2883
Contact: Regina Miner, Meetings & Events Project Manager
The Mahoney Group 732 Deerbrooke Trl Auburn, CA 95603-6069
Contact: Craig Gottwals, Sr. Vice President
E-mail: cgottwals@mahoneygroup.com
Phone: (916) 501-1748
Website: mahoneygroup.com
Toshiba Global Commerce Solutions 3901 S Miami Blvd Durham, NC 27703-9135
Contact: Kirk Goldman, VP, Business Strategy
E-mail: kgoldman@toshibagcs.com
Phone: (919) 544-8427
Website: https://commerce.toshiba.com
CGA Board Chair Lynn Melillo Bristol Farms on her year of service
Michael LeClerc
North State Grocery for his new role as CGA Board Chair for 2025
Steve Dietz on his retirement & years of service to CGA as a member of its Executive Board and the California Grocery Industry at large
Bracing for Political Crossroads in 2025
LOUIE BROWN
IN THE SACRAMENTO OFFICE OF KAHN, SOARES AND CONWAY, LLP
As we head into 2025, the California grocery industry needs to brace for another year of legislative challenges and opportunities.
Bills related to policies like labor and the environment are to be expected, but the realities of a Trump Administration 2.0, Governor Newsom as the likely major political adversary, and over 35 new freshman legislators in the Assembly and Senate will add to the usual complexity.
California remains a stronghold of progressive policies. We can expect the state to take action and for members to propose bills that directly respond to a post-January Washington, D.C. Climate change, environmental justice, immigration, and healthcare are likely targets for political division.
For those who monitored the State Legislature during the first Trump Administration, it may feel like déjà vu. And if the same dynamics play out, federal action will further galvanize the state’s progressive agenda, motivating legal challenges, new bill proposals, and inflammatory rhetoric.
The first and most obvious point of contention between the West and East coasts will be environmental sustainability. The Newsom Administration and the Democratdominate Legislature have distinguished themselves as champions of aggressive climate goals, including a transition to zeroemission vehicles.
While the Legislature can provide authority for the Air Resources Board to act, there’s a catch. California must be granted a waiver
from the U.S. EPA before some mandates can go into effect. These are attractive targets to be pursued by a vengeful new administration. The EPA has yet to approve the eight pending waivers. Even if granted before January 6th, we can expect a Trumpera EPA to move to revoke them.
It’s unclear if California can “Trump-proof” its environmental policies, but a strong response from the State Attorney General, the Governor, and the Legislature is expected. Environmental advocates will also continue to pursue bills on packaging reform, energy efficiency, food waste, and contaminants.
Additionally, in the intersection of state and federal policy, grocery mergers and acquisitions may resurface. The 2023-2024 legislative session saw proposals that CGA successfully defeated, but changes to the Federal Trade Commission and shifts in national antitrust policies could fuel labor organizers’ calls for more proactive state intervention.
The nomination of Robert F. Kennedy Jr. raises new questions about whether California’s food policies align with or contradict the “MAHA” (Make America Healthy Again) movement. Last year, we saw legislation banning food additives and allergens, requiring new food safety labels, and pushing for greater transparency in ingredient and nutritional content.
The economy and affordability were top of mind for 2024 voters. This could result in calls for transparency in grocery pricing and corporate social responsibility efforts.
Labor-related bills are always a hot topic, and 2025 will be no different. After years of heightened attention to worker rights, minimum wage increases, and unionization, grocers can expect a renewed focus on policies impacting labor costs, scheduling practices, and employee benefits.
Additionally, the status of gig economy workers remains unresolved. New bills addressing the classification of independent contractors—like delivery drivers and warehouse workers—could bring new challenges related to worker classification, benefits, and liability.
We must also prepare for unfinished business on the role of technology in the workplace. Measures to regulate artificial intelligence failed previously, but we can expect them to return in 2025, especially since it is unlikely Washing D.C. will act on the issue.
In summary, we can expect a dynamic year ahead. Grocers must remain vigilant, adaptable, and proactive. By staying informed and united with your CGA team, we can shape the future of California’s grocery industry and ensure we all thrive in 2025. ■
CAUGHT IN THE CROSSFIRE:
THE GROCERY INDUSTRY AND THE WAR ON PLASTIC
By Michele Fuller
Plastic. It’s become an unwelcome presence in our oceans, our bodies, and even in our grocery store aisles. Since 2008, California has pioneered policies to reduce plastic waste, targeting everything from pre-production plastic pellets to single-use items.
Today, the battle is intensifying, as environmental groups, scientists, doctors, and influencers have made terms like “microplastics” and “toxins” part of daily conversation.
Continued from page 17
In response, the food and grocery industry is navigating a delicate balance: finding viable replacements for plastic packaging that meet health and environmental goals while still preserving food safety, affordability, and consumer expectations.
As Tim James, Director of Local Government Relations and Regulatory Affairs for the California Grocers Association, puts it: “There has been for a long-time a war on plastic…but now we’re fully inserted into a timeframe where we’re talking about the death of plastic.”
According to James, this shift in public perception is largely influenced by media coverage. For example, last year, the California Department of Public Health’s anti-smoking campaign shifted its focus from the health risks of smoking to the environmental harm caused by plastic filters in cigarette butts. “So, I’m not supposed to stop smoking because smoking is bad,” James observes. “I’m supposed to stop smoking because plastic is involved.”
The Legal and Policy Arena: Plastic as Public Enemy
Recent legal actions have also heightened the anti-plastic sentiment. In September, California Attorney General Bonta filed a highprofile lawsuit against ExxonMobil, alleging that the company misrepresented to the public about the recyclability of plastics. Soon after, Los Angeles County sued PepsiCo, Coca-Cola, and their bottling partners, accusing them of significantly contributing to plastic pollution and failing to disclose the dangers associated with single-use plastic bottles.
These cases echo recent lawsuits in New York and Baltimore targeting similar corporations. Although a New York Supreme Court judge recently dismissed its lawsuit against PepsiCo, Baltimore’s complaint against plastic producers continues, charging them with creating a “public nuisance” by knowingly releasing environmentally harmful products. Such lawsuits represent initial steps in holding corporations accountable for plastic’s health and environmental impacts.
Microplastics and the Challenge of Plastic Alternatives
Research over the past decade has exposed microplastics—particles under 5 millimeters that result from plastic degradation—as potential threats to both ecosystems and human health. These particles accumulate in human tissues like the liver and kidneys, possibly causing inflammation and hormonal disruptions.
Microplastics are pervasive: they pollute the ocean, air, water, food, and everyday household items, though research on their long-term health effects is still in the early stages.
While the push for alternatives to plastic is understandable, replacing it is much more complex. Some of the most common substitutes— like aluminum cans, boxed water, and biodegradable materials—are often not as environmentally sound as they appear. For example, aluminum, while recyclable, generates almost twice the emissions of PET (polyethylene terephthalate) plastic due to production and transport costs.
In several smaller Northern California communities, single-use water bottles under 16 ounces have recently been banned. One alternative gaining attention is boxed water, but it has its own challenges. “Those things are horrible,” James emphasizes. “You can’t recycle those… those only can go to the landfill. There’s some cardboard, but there’s also different layerings of plastic.”
“You can’t just get an Amazon box and pour water in it and be like… I’m going to drink out of this later,” he jokes.
Even compostable materials, often touted as the most eco-friendly, have their own drawbacks. “Composting creates methane. Methane is not just a greenhouse gas; it’s a greenhouse gas multiplier,” warns James, noting that composting facilities in California’s Central Valley contribute to pollution that exacerbates asthma and other health issues in nearby communities.
The food and grocery industry is navigating a delicate balance: finding viable replacements for plastic packaging that meet health and environmental goals while still preserving food safety, affordability, and consumer expectations.
Additionally, compostable packaging is not always practical for every food type. “We have some jurisdictions that say it has to be compostable packaging for raw meat,” James explains. “But the time the product can be in that packaging is roughly half…so now we’re talking about food waste issues…and how do we account for the volume in stores now?” Despite its downsides, plastic’s durability and extended shelf life help reduce food waste—a significant source of emissions.
Beyond environmental concerns, affordability and accessibility are also key factors. As California accelerates efforts to eliminate plastics, the cost of alternatives can drive up food prices, disproportionately affecting food deserts, where affordable fresh food is already limited. While plastic isn’t perfect, it can keep grocery costs manageable, maintain nutritional quality, and support public health, especially in underserved communities.
Senate Bill 54 and the Recycling Conundrum
A key piece of legislation, California’s Senate Bill 54, requires producers to ensure their packaging is recyclable by 2032. This law establishes “extended producer responsibility,” shifting recycling accountability onto manufacturers from “cradle to grave.”
“I think [SB 54] is going to be a huge equalizer in a lot of this,” James says, “but it’s going to be very difficult, very expensive to get there. But it’s really going to show us what is recyclable and what’s not.”
The urgency of this issue is highlighted by a 2019 study showing that of the “approximately 370 million tons of plastic produced worldwide, only 9% were recycled, 12% incinerated, and the rest ended up in the environment or landfills.”
James believes the days of thinking, ‘It’s fine, just throw it in the blue can,’ are over. “We all thought we were saving the planet for a couple decades on that one, right? Now, we’re like, no, what’s the blue can? Where’s it going? What are you doing with it when it gets there? How’s it coming back to the consumer as a recycled product?”
Yet, banning plastics outright might not be practical. “I’m now in my fourth jurisdiction that wants to ban single-use beverage bottles when actually they could be the best choice.”
The real challenge, according to James, is striking the right balance. “There will always be an impact—always be negative impacts. What’s important is figuring out what an acceptable impact is for the purpose we’re using [plastic] for.”
The Call for Practical Solutions
As anti-plastic policies gain momentum, the grocery industry urges for solutions that consider the full environmental, economic, health, and social implications. “We need to make sure we’re having conversations and educating everybody about why we’re making the choices we’re making,” James says.
With ambitious legislation like SB 54 and a wave of legal actions, California is moving toward a more sustainable future.
He emphasizes that while decisions may not be perfect, they often reflect the most effective option currently available. “You may think that this product shouldn’t be in plastic, but there’s a good chance that we wouldn’t even be able to offer that product if it wasn’t in plastic.”
With ambitious legislation like SB 54 and a wave of legal actions, California is moving toward a more sustainable future. “I don’t know of a single grocery store that isn’t out there talking about environmental impacts and the products they use,” James adds.
But as the grocery industry grapples with the complex dynamics of regulation, packaging innovation, and consumer access, California’s grocery aisles are becoming a microcosm of a broader debate—where every policy decision affects what ends up on shelves and, ultimately, in our homes.
For now, the hope remains that California can find a balanced path where sustainability, affordability, and food safety can coexist, proving that even in the fight against plastic, nuance and collaboration are key. ■
Thank you to this year’s honorees of the Chair’s Circle.
Criteria: Is a member of the Association in good standing, exceeded a minimum annual participation of $60,000 and participate in a minimum of five individual sponsorship opportunities with the California Grocers Association and/or CGA Educational Foundation.
Anheuser-Busch InBev
C&S Wholesale Grocers
Kellanova
Kimberly-Clark Corporation
Molson Coors Beverage Company
PepsiCo Beverages North America
UNFI
STEVE DIETZ on your retirement!
THANK YOU for your years of service to CGA.
MICHEL LECLERC on your new role as 2025 incoming CGA Board Chair.
LYNN MELILLO on your year of service as CGA Board Chair. It
from your friends at
The INLAND EMPIRE CALIFORNIA’S
RISING STAR
WHY GROCERS SHOULD INVEST IN A REGION DEFYING STATEWIDE TRENDS
By Tim Townsend
As California grapples with an exodus of residents and a slowing economy, the Inland Empire is defying the trend. This dynamic region, home to over four million people, is rewriting the narrative that coastal areas are the primary drivers of the state’s economic strength.
Centered around the cities of Riverside and San Bernardino, the Inland Empire metropolitan area has seen steady growth in population and jobs since the pandemic, fueled by a mix of affordable living costs and available workforce for companies to hire.
Home to a growing number of new neighborhoods attracting young families and professionals, the Inland Empire represents promise and a market full of opportunities for grocers.
Inland Empire
Here’s a closer look at why this region stands out as a bright spot in California.
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◀ Continued from page 23
Migration from Coastal Communities Driving Growth
The Inland Empire has been an undeniable beneficiary of the trend of Californians relocating in search of a more affordable cost of living. While Los Angeles County has lost nearly 200,000 residents since 2020, the Inland Empire is growing.
In 2023, the City of Menifee in the Inland Empire was the fastestgrowing city of over 100,000 people, and Riverside County was the fastest-growing large county in the state.
According to Chris Thornberg, an expert on California’s economy and founding partner of Beacon Economics, the Inland Empire’s success is similar to trends in other inland regions across California, like the Central Valley and Sacramento.
As one of Southern California’s remaining relatively affordable housing markets, Thornberg says the Inland Empire is attracting residents from high-cost places like Los Angeles and Orange counties.
While out-of-state migration from California is slowing compared to several years ago, the affordability problems in coastal regions are unlikely to change, which bodes well for continued population growth and economic success in the Inland Empire.
Economic Factors Fueling Growth in the Inland Empire
The Inland Empire’s economy was strong before the pandemic, seeing the state’s most robust job growth from 2015 to 2019. However, where it differs from the rest of the state is its continued momentum since the pandemic, which even outpaces the Central Valley and other inland areas that are doing relatively well. California’s coastal regions are lagging behind inland areas. The number of jobs shrank from 2019 to 2023 in the Bay Area and Los Angeles, while the Inland Empire grew by more than
8%—the fastest in the state. This marks a dramatic shift in California, where coastal communities have long outpaced the rest of the state economically.
As one of Southern California’s remaining relatively affordable housing markets, Thornberg says the Inland Empire is attracting residents from highcost places like Los Angeles and Orange counties.
According to the Public Policy Institute of California (PPIC), the economic divergence is driven by “distinct regional factors, including changing migration patterns, cost-of-living pressures, and work-from-home persistence.”
Lower wage positions have traditionally dominated job growth in the Inland Empire, stemming from its favorable location to serve major trade corridors and the shift from traditional retail to an e-commerce model.
However, from 2019 to 2023, the Inland Empire was the only region to see job growth across low-, middle-, and high-wage sectors. That clearly indicates that the region’s economy has diversified to create more jobs in higher-paying sectors like health care, education, and professional services.
“The Inland Empire has seen continued growth in high-wage sectors at a similar but slightly lower pace (4%) [than before the pandemic], but at a significantly higher pace than in other regions.
In fact, the Bay Area (0.5%) is the only other region with growth in high-wage sectors since 2019,” said Julien Lafortune, a senior fellow at PPIC who studies the state’s economy.
Thornberg attributes the Inland Empire’s continued success to a critical advantage: a growing labor force fueled by affordable housing and younger workers.
“The Inland Empire is morphing into more of a white-collar economy,” said Thornberg. “Young upwardly mobile families who want a house almost have to go to the Inland Empire.”
He says the western portions of Riverside and San Bernardino counties are seeing significant upticks in income and education levels, similar to what coastal communities used to look like before their housing markets got too expensive.
While the region has traditionally been home to commuters traveling into Los Angeles and Orange counties, it is now also attracting higher-end jobs. “There are more people living and working in the Inland Empire now,” added Thornberg.
Lafortune says that high-wage sectors like professional and business services have grown faster in the Inland Empire than in any other region since 2019.
Remote work could also continue to benefit the region and attract residents who would have previously lived in coastal areas. “The rising prominence of remote/hybrid work and other flexible work arrangements might make it possible for higher-wage workers to reside in more areas of the state, and for opportunities and networks for these jobs to be more accessible statewide,” said Lafortune.
As California’s most robust regional economy, the Inland Empire is narrowing the economic divide that has long existed between coastal cities and the rest of the state.
Potential Challenges Ahead
Like other parts of California, the Inland Empire will face headwinds in 2025 and beyond, like the effects of higher interest rates.
Lafortune also says, “Trade policy, and specifically tariffs, could have an outsized impact in the Inland Empire given the prominence of logistics and other industries in the trade, transportation, and utilities sector.”
Additionally, new state laws like Assembly Bill 98, which imposes restrictions on building new warehouses and logistics projects in the Inland Empire, could influence the region’s economic landscape.
Thornberg, however, remains optimistic that the economy and consumer demand will be fine in 2025. He also says the Inland Empire should have a cushion against potential economic shocks. “Even if the logistic sector declines, it gives other parts of the economy room to breathe again” as it could free up workers for other expanding industries.
Lafortune predicts the underlying factors driving the Inland Empire’s growth can continue its momentum. “If housing costs remain relatively high and/or continue to climb in coastal regions, we can probably expect this trend to continue through 2025.”
Opportunities for the Grocery Industry
Thornberg says the Inland Empire presents significant business opportunities for grocers and food companies. “It’s up and coming. You’ve seen a big increase in household income and growing families.”
The region is ideal for retail expansion, especially as coastal areas stagnate. “Supermarkets are going to find themselves more and more focused on serving communities where there is more growth,” added Thornberg.
The Inland Empire also has the workforce needed for companies to expand and a favorable location near about 30 million people in Southern California, Nevada, and Arizona. These factors make the region especially attractive for companies looking to increase their customer base.
Overall, with a relatively affordable housing market, a diversifying economy, and an available labor force, the Inland Empire is a dynamic region that grocers should eye as a bright spot in California. ■
“Trade policy, and specifically tariffs, could have an outsized impact in the Inland Empire given the prominence of logistics and other industries in the trade, transportation, and utilities sector.”
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CHAMPIONS ADVOCACY MICHEL L e CLERC
INCOMING EXECUTIVE COMMITTEE
CHAIR
By Dorsey Griffith
As a young law student at the University of Oregon whose academic success was yet to be determined, Michel LeClerc entertained the idea of a career in the grocery business.
“The first semester of the first year is stressful. You get a massive amount of work and have no idea if you are getting it, and you won’t know until after the finals,” he said. “I remember walking to a neighborhood market with my wife and saying, ‘If this lawyer thing doesn’t work out, I am going to get into the grocery business.’ My wife would remind me of that story 24 years later!”
That was in 1986. Today, LeClerc has done both.
He is a successful lawyer and in the grocery business as the chief administrative officer of North State Grocery, Inc.
Beginning in December, he will become chair of the Executive Committee of the California Grocers Association’s Board of Directors. LeClerc has served on the board since 2013 and as chair of the Government Relations Committee.
LeClerc, who lives in Sacramento, said his longstanding commitment to the California Grocers Association (CGA) reflects his belief that the industry must advocate for itself or risk succumbing to the whims of a legislature that is not always business-friendly.
“CGA is vital,” he said. “I don’t say that lightly. The regulatory environment in California over the last 15 years has been difficult for business. Grocers need an advocate in Sacramento who understands and can communicate what it takes for grocers to deliver fresh food to Californians at affordable prices. Without CGA, I don’t think our legislators would understand how their decisions impact how grocers put food on the table.”
As incoming chair, LeClerc brings a wealth of experience of the inner workings of the grocery industry. After 21 years in private practice representing employers and insurance companies on workers’ compensation and employment matters, he joined
North State Grocery, a chain based in Cottonwood of 21 employeeowned stores, as the company’s general counsel in 2010.
“I quickly learned all about the many contract, insurance/risk management, real estate, finance and legal issues grocers have to deal with practically on a daily basis,” he said. “It’s a lot to absorb, but I found it fun and stimulating. So of course, a couple of years in, our president asked me to be the CFO as well. More fun!”
As the company grew and working as both general counsel and CFO became unwieldy, LeClerc was asked recently to step into the Chief Administrator’s Officer role, focusing on legal and compliance issues, company culture, and its employee stock ownership plan.
“In traditional business structures, employees do the work in exchange for the short-term benefit of wages, while the owners contribute the capital and get the long-term benefit of equity growth,” he said. “Wages are necessarily limited, but the upside of business equity is unlimited. Allowing the employees to have both is a huge competitive advantage.”
North State Grocery has a long history of CGA involvement, he said, emphasizing that CGA is an organization that supports grocers of all types, kinds, and sizes.
“When politicians talk about grocery stores, they often mention the large, nationwide chains with thousands of stores,” he said. “They don’t necessarily think about the mom-and-pop, ethnic, specialty, or employee-owned stores.”
the more brazen kind of retail theft that has been occurring since California decriminalized theft of items worth less than $950 in 2014.
Instead, CGA argued, the union-led measure would have hurt business, costing grocers more manpower and annoying customers by policing purchases—a point he made while testifying at a hearing on the bill.
“What grocers think about every day is how we can make the shopping experience better for our customers,” he said. “We know our customers have other options. They can shop online or have groceries delivered. We know that grocery checkout can be a pain point for our customers. Selfcheckout is just one of many tools grocers use to address this challenge. However, imposing legal restrictions on what customers want to purchase and how they make those purchases is frustrating for both the retailer and the customer. Having to say no to a customer is bad for business.”
Ultimately, the governor and legislative leaders signaled resistance to the bill, encouraging the interested parties to find a compromise. When that didn’t materialize, the bill died.
“The Legislature has a tendency to want to regulate how we operate our business without any understanding of either the customer or the grocery business,” he said.
“We ignore that at our own peril.”
LeClerc also believes that the CGA is essential to helping members navigate the ever-changing regulatory landscape in the industry.
Because of a lack of knowledge, he said, well-intentioned legislation often has unintended consequences that adversely impact Californians at many levels.
“It’s important that we have CGA so that bad bills can be stopped or amended before that happens.”
LeClerc has been involved in several CGA policy battles, most recently testifying against a bill to regulate self-checkout lanes. The proposed legislation would have required grocers to have one employee for every two self-checkout machines to monitor customer purchases and enforce a proposed rule that customers couldn’t have more than 15 items in their cart.
“It was cast as an anti-theft measure,” he said. CGA fought the bill, he said, because it interfered with store operations while not addressing
“It’s a very complex, rapidly changing world,” he said. “There are so many federal, state and local rules grocers have to comply with, and the rules are constantly changing. There is no way a small or medium-sized grocer can keep up with them all and run a successful grocery operation—I’m a lawyer, and I can’t even keep up. We rely on CGA to see what is coming, provide a heads-up so we can respond appropriately.”
When LeClerc is not enjoying his work with North State Grocery and CGA, he is often on the pickleball court or spending time with his wife, Jeana, and their three daughters and two grandchildren—all of whom are in the Sacramento region.
“We like to get together for big family dinners,” he said. “And my girls all have a passion for skiing, so my perfect day starts on the slopes and ends with a large, noisy meal.” ■
CGA Explores AI at 2024 Strategic Conference
Each year, CGA brings the California grocery industry together for three days of networking and education to strengthen business connections and explore timely topics and challenges facing the industry. In late September, the grocery community reunited in Palm Springs for the 2024 CGA Strategic Conference: Accelerating Impact. With emerging technologies transforming retail and the way we do business, this year’s conference centered on the impacts of artificial intelligence and new technology to help the grocery industry prepare.
A high-powered panel of AI and supply chain experts took the main stage to break down the implications of AI for the value chain. MIT professor Vivek Farias led a deep dive presentation on AI, then joined a panel discussion featuring Mario Adamy (UNFI), Miguel Paredes (Silicon Foundry), and Craig Rosenblum (Columbus Consulting).
In addition to our signature retailer-supplier business meetings and networking opportunities, this year’s event featured several new sessions and social events. Comedian Jake Johanssen kicked off the event with a hilarious stand-up routine, and attendees decompressed after a day of meetings and education at the CGA Silent Disco.
To help attendees navigate California’s unique customers and retail environment, we introduced the first Golden State Summit. Led by subject experts, these TED-talk style presentations unpacked the state’s population and demographic shifts (Hans Johnson, PPIC), the evolving retail environment and store formats (Caroline Wu, Placer.ai), attitudes toward new technology (Jeremy S. Thompson, Edelman Global Advisory), and emerging consumer trends and preferences (Dan Frommer, The New Consumer).
The popular Emerging Brands Pitch Contest was back this year and bigger than ever. Six hand-selected emerging companies took the main stage to pitch their product to a panel of judges representing Bristol Farms, Gelson’s Markets, Safeway Northern California, Costco Wholesale, and Sprouts Farmers Market. Myles Comfort Food took home first place and the people’s choice award, followed Top Fox Snacks in second place and Fresh Fizz Sodas in third.
Thank you to our speakers, sponsors, partners, and attendees, for contributing to the success of this year’s conference. We hope you left our event with strong connections and valuable takeaways to accelerate your business into the food industry’s fast-paced future.
Save the date for next year’s conference on September 21—23, 2025 at The Westin Mission Hills, Rancho Mirage.
2024 CGA STR ATEGIC CONFERENCE SPONSORS
CGA wishes to recognize and thank the many sponsors that helped to make this year’s conference a tremendous success.
PREMIUM SUITE
Anheuser-Busch InBev
Bimbo Bakeries USA
BODYARMOR | POWERADE
C&S Wholesale Grocers
CA GROWN
California Milk Advisory Board
Carl Buddig and Company
Chobani
Circular CRV Association
Constellation Brands, Beer Division
Happy Egg Company
Hershey
Jel Sert Company
Kellanova
Kimberly-Clark Corporation
Loacker USA
Molson Coors Beverage Company
Nestle Purina PetCare
PepsiCo Beverages North America
Procter & Gamble
RMS, Inc.
Tyson Foods
UNFI
EXECUTIVE LEVEL
Classic Wines of California
Reyes Coca-Cola Bottling LLC
Unilever
OPENING SESSION SPONSOR
General Mills
OPENING RECEPTION SPONSORS
Trinity Fruit Company
Thrifty Ice Cream
TUESDAY KEYNOTE LUNCHEON
BASF/BeryondGREEN
PRESIDENT LEVEL
Aperion by Hussman
Bloom
Bluetriton Brands
Built Brands
Catalina Crunch
Chosen Foods
Crystal Creamery, Inc.
ECOS
Ferrero USA
FMS Solutions, Inc.
Food Donation Connection
Frito-Lay, Inc.
Hershey Salty Snacks
Idahoan Foods
Imperial Dade
KeHE
KIND Snacks
Niagara Bottling
NuCal Foods/Norco Ranch
Old Trapper Smoked Products, Inc
Our Home
Papyrus Recycled Greetigns
Phood Solutions
Post Consumer Brands
Tahoe Spirits
Taper Solutions
Tortilleria Mi Nina
TruConnect
Truno Retail Technology
Upside
WK Kellogg Co
AFTER-HOURS SOCIAL
C&S Wholesale Grocers
REGISTRATION SPONSOR
Instacart
CHARGING CUBE STATION
Upshop
DIRECTOR LEVEL
Barsotti Family Juice Company
Bay Cities
BeeWell Supplements
Blueoco
B-O-F
Brand X Marketing
Bunzl California
Certified Federal Credit Union
Chuza
COOP Bev Works
Crown Poly, Inc.
CVW T-Lines
ECOS
Flowers Bakeries
Gallo
Gavina Coffee Roasters
Go Energy Foods
Godshall’s Quality Meats
Green Gruff
In Good Hands
Kern’s Nectar
Lavazza North America, Inc.
London Dairy
Monster Energy Company
New York Style Sausage Company
OK Produce
Olyns Recycling
PepsiCo Beverages North America
Procore International
Raptor Vision
Sazerac
Thrifty Ice Cream
Unified Protective Services
Vital Farms
Yogi Tea
Zing Bars
26 Grams of fresh Protein!
Smart carts will lay the foundation for the digital store experience, bringing immense benefits to shoppers, stores, and brands
By Nate Rose
From Google Glass to the security robot that famously drove itself straight into a Washington D.C. water fountain, the promise of technological advancement has, in recent years, seemed closer to Silicon Valley parody than reality. Yet even as sentiment shifted from techno-optimism to wariness, suddenly Ray-Ban’s augmented reality sunglasses are a bestseller, and smart carts seem poised to take over grocery stores.
Technology adoption often seems to stutter then lurch forward as engineers launch and iterate their way into the right product market fit. But at the end of the day, and perhaps this explains the public’s recent cynicism about new technologies, consumers just want things that make their lives better, easier, and more exciting.
“This is really all part of how retailers can disrupt, in a positive way, the customer shopping experience,” says Suzy Monford, CEO and Founder of Food Sport International and new CEO of Heritage Grocers Group.
“Because if you think about it, the innovation that’s coming down focuses on the digitization of stores. They’re all retailer tools. And there are so few that are customer-facing and striving to enliven, simplify, or create a new experiential, easy, fun way to shop.”
Instacart’s Caper Cart is one example of how these new technologies can provide a winning formula for shoppers, brands, and retailers alike. Shoppers enjoy the Caper Cart product for its ability to turn the weekly shop into a treasureseeking experience ablaze in coupons, product discoveries, and simplified store navigation. According to Monford, who previously consulted with Instacart on how to scale its smart carts, Caper is also helping shoppers save money due to the running tally that occurs as products are added to the cart.
“It is a different experience than shopping with a traditional cart,” says David McIntosh, Instacart’s Chief Connected Store Officer. “What we hear from our customers is that we are making shopping more like an adventure for them.”
McIntosh shares that Instacart plans to double-down on Caper Cart’s gamification.
“The lights, the sounds, the gamification—you can spin to win, and in the future, you’ll be able to earn shopping streaks,” the Instacart executive explains.
One of the biggest misconceptions around smart carts is they appeal mainly to young shoppers, but their appeal seems much wider than Gen Z.
“In fact, you find it really has quite broad appeal, and I think the reason people like the screen is this problem of how much am I spending is universal, right?” says McIntosh.
“Eighty percent of shoppers in North America are shopping on a budget. Knowing exactly how much you’re spending is incredibly valuable. Shoppers also love deals, rewards, coupons, and they love help.”
Another key factor supporting the forecasted growth of smart cart adoption is that it expands the possibilities for shoppers rather than limiting their options.
“There’s a very wide pathway for innovation as long as we don’t take away choice,” says Monford. “The worst thing to ever do is, in my view, take away full service.”
Caper Cart is just one phase of the trend towards digitizing the store experience and creating new data layers to be mined for AI insights that delight shoppers and earn customer loyalty. Store digitization unlocks new modalities for retailers and brands, and those who leverage the new data available will be the most successful retailers going forward. For example, consider the following scenario outlined by Instacart’s Chief Connected Store Officer.
“Imagine there’s an energy drink promotion. Customers wanted to take advantage of it, and the retailer was selling out of the drink. There’s a world in which you can use the power of technology to create the right feedback loops, so that you know that promotion is coming. You then say, well, because it’s coming, we can anticipate the amount of demand that’s going to be created above baseline. Then the question is: How do you make sure that information gets back to suppliers and CPG’s have that item restocked faster?”
This picture also explains the importance of nailing down your data strategy, which Monford advises independent retailers, especially, launch in earnest.
“Data analytics will determine whether retailers survive or fail,” she predicts. “You’ve got to be able to capture your data analytics, and that means bringing in the capability or subscribing to a fast solution to capture all the data analytics for you.”
“You need to have your AI-enabled partner to help you once the data is captured,” Monford continues. “Synthesize all the data so you understand the customer shopping trends as fast as you possibly can. Because the way that we always run grocery stores is to spend Mondays analyzing what happened all last week while the game is starting over.”
If there’s a golden rule of technology adoption, it’s that the technology should do more for us than we can without it. Promote discovery, make shopping easier, and reward loyal customers with savings. To the degree digitizing the store supports these goals, shoppers will turn from technology skeptics to enthusiasts and grocers will see the benefits flow throughout their businesses.
“I have passion, as you know, around sustainability, and all these technologies help us do that,” summarizes the new Heritage Grocers Group CEO. “We can reduce waste, and we can reinvest in the wages that we pay our workers—giving them purposeful career paths. It’s a win-win for everybody when we become efficient and better merchants.” ■
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What I’ve Learned
STEVE DIETZ
Former
Chief Customer Officer for UNFI and CGA Board First Vice Chair
After 37 years of work, and with some recent downtime, I find myself reflecting on what I’ve learned over my career. I’ve worked with so many amazing people in various roles, experienced highs and lows, and navigated countless changes. Through all these experiences, there are a few lessons that have made a difference in my career and in my life.
Work Ethic is Everything:
I have learned that talent will help, but it will only get you so far. Showing up every day consistently counts far more than a one-time burst of brilliance. It’s about discipline, accountability, and showing pride in what you do, no matter the task. Over the years, I saw many people rise and fall based on work ethic alone. The people who built careers rather than simply holding a job were the ones who put in consistent effort over the long run.
Don’t
be
Afraid to Ask for Help:
In my early years, I thought asking for help was a sign of weakness, but that’s one of the biggest misconceptions out there. Collaboration, mentorship, and learning from others are essential. My most important career growth happened when I was humble enough to admit I didn’t know it all. Seeking advice from others not only makes any job easier, but it also strengthens relationships and builds trust.
Embrace Change: When
I first started working, things looked very different. Technology, expectations, and job roles have all changed over time. The people who thrived were those who embraced change rather than resisted it. Change is inevitable, and adapting to it with an open mind allows you to stay relevant and engaged. Plus, learning new skills kept my work interesting and rewarding, even toward the end of my career.
Build Relationships, Not Just Networks:
Early in my career, I was advised to “network.” But over time, I realized that authentic relationships are far more valuable than simply collecting contacts. Building relationships means taking the time to know people genuinely—understanding their goals, celebrating their successes, and being there in difficult times. Real connections foster loyalty, creativity, long-term support, and make work more meaningful. The friendships I made throughout my career are some of the most rewarding aspects of those years.
Remember Life Outside of Work:
I’ve worked long hours and taken on stressful projects, but looking back, some of my biggest regrets are the times I put work above everything else. Career success is important, but so are your family, friends, health, and personal passions. Balance is essential. You don’t want to look back and realize that you missed out on important moments because you were too focused on work. Life is short and finding that balance between ambition and personal fulfillment is crucial.
Retirement has reminded me that work is only part of life. My career taught me valuable lessons that I’ll carry forward, but now I also have time to enjoy the things I missed while I was working. My advice to my younger self would be: Commit to what you do, but don’t lose sight of the bigger picture. Remember to value people, embrace change, and always take care of yourself.
Life is special and time is not renewable, make the most of it!!
10 STORIES FOR $10 MILLION
CGA EDUCATIONAL FOUNDATION CELEBRATES COLLEGE SCHOLARSHIP MILESTONE WITH RECIPIENT STORIES
By Grace Becker
Since 1991, the California Grocers Association Educational Foundation (CGAEF) has proudly awarded $10 million in college scholarships, transforming countless lives and empowering the next generation of leaders.
To celebrate this industry milestone, CGAEF is highlighting 10 stories from past scholarship recipients whose careers have been transformed by their educational pursuits. From CEO to store leader, these stories illustrate the life-changing impacts of industry support and education in developing and retaining industry leaders.
Whether helping recipients resume their education or start fresh, CGAEF scholarships allow grocery employees to fulfill their personal and professional ambitions—and create a legacy that spans generations.
On behalf of the CGAEF Board of Trustees and staff, thank you to the hundreds of individuals and companies who have contributed to this milestone. To help CGAEF reach the next $10 million milestone, scan the QR code at the end of this story to donate.
June Wong
Dir. of Benefits
Superior Grocers
2015-2018 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
When I first received a scholarship from CGAEF, I was the senior benefits manager at Smart & Final. It was a long journey pursuing my bachelor’s degree, as I was balancing my responsibilities with a fulltime job and as a mother of two. CGAEF offered incredible support by providing multiple scholarships throughout my academic journey. Today, I’m proud to say that I’ve advanced to the role of director of benefits at Superior Grocers.
How did you come to work in the grocery industry?
I wound up in the grocery industry after taking a few unexpected paths! I immigrated to the United States from Hong Kong at 23, starting my career in retail. After working in Human Resources at Panda Express for a few years, a former colleague who had moved to Smart & Final informed me about an open benefits administrator position. The rest is history!
How did your educational pursuits help you get to where you are in your career now?
I remember feeling limited when I looked at job descriptions, as they all required college degrees—which would disqualify me from many opportunities. I felt like I would never be able to advance from my current job, and it made me doubt my own abilities.
Returning to school was eye-opening for my professional life and personal life. As an immigrant, being able to study in the United States and interact with diverse classmates and professors was a position I never thought I could be in. It was a very fulfilling experience. Earning my degree gave me the confidence to step out of my comfort zone and seek new opportunities, which led to my current position.
What is your favorite thing about being in the grocery industry?
Transparently, I was not initially drawn to the grocery industry. As a mother to two young kids, I always intended on working a job where holidays were plentiful, which would allow me to spend more summer vacations, and school breaks with them.
However, my perspective shifted during COVID-19 the pandemic. I realized the importance of our work as essential employees. It said a lot that many industries were paused, while we continued to serve our communities and make sure they had food on their tables.
And of course, it was reassuring to know that our industry was still secure while other companies faced layoffs.
What do you hope to accomplish professionally in the next five years?
One of my long-term goals is to continue my education journey by pursuing an MBA! I love going to school and doing homework— I feel accomplished after completing a course! My kids think I am weird!
Is there anything else you’d like us to know about how the scholarship impacted you personally or professionally?
The CGAEF scholarship has been more than financial assistance; it is an acknowledgment of my hard work and dedication. I am proud to say that I am able to be a role model to my kids, showing them that with determination, anything is possible.
An education is like a treasure island, but studying and the journey to get there can feel like sailing alone in the ocean.
The CGAEF scholarship felt like a guiding wind that helped me reach my destination.
Quinn Hall
Store Leader
North State Grocery
2020 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
When I first received a scholarship from CGAEF, I was working as a head clerk at North State Grocery. As a head clerk, my main responsibility was to act as a closing manager, ensuring that operations ran smoothly and that the perishable departments were properly prepared for the store’s closure. Today, I am a store leader at North State Grocery, where I oversee 70 employees and manage all aspects of store operations, from day-to-day functions to HR-related tasks.
How did you come to work in the grocery industry?
I started in the grocery industry as a part-time job while I was a junior in high school in 2015. I chose to work at the local store because it was close to home, and several of my friends were employed there. I thought, “If they can work here, I can too.” What began as a part-time job through high school and community college soon grew into a passion. Over time, I realized the potential for growth in this industry, especially with the support of mentors like Doug Duggins, now a VP for our company, and Cameron Anderson, who’s now a store leader at another location. Their guidance helped me see the opportunities available within the grocery business.
How did your educational pursuits help you get to where you are in your career now?
My education helped me develop the time management and organizational skills necessary for my role as store leader. Juggling coursework and deadlines taught me how to prioritize tasks, which is essential when managing a team and ensuring smooth store operations. Additionally, my courses strengthened my communication skills—whether it was through group projects, discussions, or presentations—which has been invaluable in interacting with my team, customers, and senior leaders. Another key area of development was problem-solving. Analyzing problems, collaborating on solutions, and thinking critically has translated well to my role, where I regularly face new challenges, whether in customer service or operational efficiency.
What is your favorite thing about being in the grocery industry?
My favorite aspect of the grocery industry is the people. I love meeting new people every day and being able to serve my community. I also enjoy being in a leadership position and inspiring my team the same way my mentors inspired me. Every day is different, and there’s always a new challenge, but I find that maintaining a positive attitude and surrounding myself with like-minded individuals keeps me motivated to improve and perform at my best.
What do you hope to accomplish professionally in the next five years?
In the next five years, my goal is to lead the best store in the company by building a high-performing team and executing operations at the highest level. I’ve already had the opportunity to develop several leaders within our company, and I plan to continue fostering leadership while meeting our financial targets and improving customer service. Ultimately, I want our store to set the standard for excellence in customer service and operational execution within our organization.
Is there anything else you’d like us to know about how the scholarship impacted you personally or professionally?
Receiving the scholarship was a great honor, and it significantly impacted me both personally and professionally. It not only provided financial support but also reaffirmed that my hard work and dedication were being recognized. Working for a company that offers scholarship assistance is just one of the many benefits of being part of such a great organization. I would highly encourage others to take advantage of this opportunity—it’s a valuable resource that can make a real difference.
Jason McKee
SVP Merchandising Support
Heritage Grocers Group
2001 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
I was a courtesy clerk for Ralphs Grocery stores while I went to college at Cal Poly Pomona. My current role is SVP of merchandising support for Heritage Grocers Group.
How did you come to work in the grocery industry?
I am a second-generation grocery veteran—my dad worked in the corporate office at Food4Less. Going to work at Ralphs was initially intended to just be a part-time job while going to college. Like many others, that entry level position expanded into full-time in store, then into the Ralphs/F4L corporate office, and then onto other grocery
industry corporate positions. The grocery industry today still has significant opportunities for advancement and career growth from part-time or full-time in-store positions.
How did your educational pursuits help you get to where you are in your career now?
The grocery industry was not my intended long term career path. I had hoped to work in banking and finance—I was interested in investments and the stock market. Once I finished my undergraduate degree and had an opportunity in the Ralphs corporate office, I found that being proficient at math, profit margin, formulas, and budgets are concepts used every day in the grocery industry.
What is your favorite thing about being a grocer?
My favorite part of being a grocery is seeing all the plans and strategies that were developed in the office come to life in the stores. Sales ideas and initiatives start on a whiteboard, PowerPoint Presentation, or computer screen. Whether it is a seasonal holiday display, merchandising reset or store remodel, or a new product introduction, you are able to see the end result of your effort and planning in real life right in front of you.
What do you hope to accomplish professionally in the next five years?
Advanced Data Analytics and AI continue to infiltrate into more parts of the grocery industry. I need to expand my personal knowledge and education in these areas to effectively apply them to my role, department, and employer. Also, I hope to look for opportunities to donate time and resources to give back to the community and enable the next generation of grocery industry professionals.
“The grocery industry today still has significant opportunities for advancement and career growth from part-time or full-time in-store positions.”
Kelly Peterson
Sr. Team Member Services Business Partner
Whole Foods Market
2010 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
My position when I received the scholarship was a cashier. Since then, I have been promoted five times and am now a senior team member services business partner (senior HR business partner).
How did you come to work in the grocery industry?
While I was attending college at UCLA, I needed a part-time job. The Whole Foods Market in Westwood was just down the street from my apartment, so it was perfect walking distance to and from classes and my apartment. I loved the quality standards and core values Whole Foods had to offer, so it was a great match.
How did your educational pursuits help you get to where you are in your career now?
I received my degree in psychology and I believe this really helps me in my current position when motivating and understanding my team members. In HR you have to handle a lot of conflicts and taking courses in understanding how people behave and process information has helped me in my daily job duties.
What is your favorite thing about being a grocer?
My favorite thing about being a grocer is that we are essential. While the pandemic was tough, it was so nice knowing that what we do as a grocer was able to still provide to all of our customers. More specifically in my current role, I love that I am able to be
there for my team members whether that is through the new onboarding experience, helping them develop on their career path, or even just helping them through day-to-day team member conflicts and concerns.
What do you hope to accomplish professionally in the next five years?
In the next few years, I hope to continue my path of promotion and become a Team Lead. I love the challenge my position brings and want to continue to pursue those areas, while still helping and supporting our team members. I also love project management work to help continue to improve efficiencies within our every day-to-day tasks.
Lyova Hayrapetyan Director of Analytics Super King Markets
2017 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
At the time I received the CGAEF scholarship in 2017, I was working at Super King Markets as a supply chain specialist. I started with the company seven years before that as a courtesy clerk, and over the years, as the company continued to expand its footprint of retail stores in the highly competitive Los Angeles and Orange County markets, my roles changed. Currently I am the director of analytics, working closely with corporate and management teams producing internal use analytic reports concentrating on the company’s performance as well as achievement of short and long-term goals.
How did you come to work in the grocery industry?
I started working in retail and distribution way before moving to U.S. My first job in the grocery industry was in Armenia where I had built a small and simple database in 1999 to truck inventory movement and cost and retail for a small retail store with 12 employees. After unsuccessful attempts to hire someone as a data entry clerk, they offered me the job part-time since I already had a full-time job at the local telephone station. The longer I worked with them, the more I learned about retail and warehousing. After two years, I quit my full-time job, got hired at a much larger retail firm as inventory clerk and advanced to assistant store director in seven years. A year later in 2010, we left the country and moved to U.S. and all started from scratch. I started as a courtesy clerk at Super King Markets.
How did your educational pursuits help you get to where you are in your career now?
Education has always been a major part of my life. As I started working in the U.S., I quickly realized that in order to build a successful career, one needs proper formal education as well as a lot of courage and effort to accomplish that along with full time job. After four years I graduated from Glendale Community College with an associate’s degree in computer science and transferred to CSU Northridge majoring in professional accounting, from where I successfully graduated with Magna Cum Laude Honors in 2018. Combining these two majors together and my previous experience, I was quickly recognized by the top management at Super King Markets and was given the opportunity to put all of that into work at the successful company that I was already a part of. In 2018 I was promoted to director of distribution and in 2023 I was moved to accounting and finance as a director of analytics. Without the education I received and the experience I gained while in school, I would not be able to achieve these heights.
What is your favorite thing about being in the grocery industry?
The grocery industry is very unique place that offers a fast-paced and challenging work environment where supply and demand change rapidly, so one has to find effective solutions in a very reasonable but rather short period of time. It is also a place where, regardless of the pretty much widely acceptable standards, innovators find an opportunity to experiment and find new non-standard solutions. Such solutions, for instance, helped the U.S. economy, as well as world economy, survive after a quick decision to limit customers’ ability to shop at grocery stores because of the COVID-19 pandemic. Technology quickly helped build online shopping solutions that proved to be so successful
that they never went away even after COVID-19 restrictions were lifted. Nowadays, a customer may be at work placing their grocery order while on lunch break, and by the time they get home from work their order is already waiting for them at their doorstep. I’m proud to be a part of an always growing industry.
“And the best part is that the scholarships are not limited to employees only but are also available to employees’ family members.”
What do you hope to accomplish professionally in the next five years?
One of the major personal growth projects I am working on right now is to become a licensed CPA in California. That will open new opportunities for me and Super King Markets. While a CPA, my role may not necessarily change, but my input will be more valuable. By the way, I am not too far [from] flipping that page. I have already passed three of the four required exams. Is there anything else you’d like us to know about how the scholarship impacted you personally or professionally?
First and foremost, I can never thank upper management at Super King Markets enough for the opportunities that were sent my way throughout the 14 years I have worked here. I am grateful that Super King Markets is a member of CGA, otherwise I would not have the opportunity to apply and be one of the recipients of hundreds of scholarships CGAEF offers to all employees at CGA member companies. And the best part is that the scholarships are not limited to employees only but are also available to employees’ family members. My daughter, for instance, is another CGAEF scholarship recipient who was awarded in 2021. Scholarships do not always cover the full cost of education but are a way to incentivize the student to set bigger goals and put extra effort in order to achieve those. Thanks, CGA! Thanks, Super King markets! Thanks, Fermanian Family!
Carol Adams
National Replenishment Buyer
Albertsons Vons Pavilions
2020 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
I was a full-time department specialist for center of store when I received my scholarship. I was notified on May 12, 2020, that I was a recipient of a CGAEF scholarship which also happens to be my birthday. This scholarship came at a time when I needed reassurance that going back to school at my age was the correct decision. This scholarship not only helped me financially, but it affirmed that I was on the correct path: I had a whole foundation that believed in me. We were in the beginning stages of the COVID pandemic, and all classes were transitioning to online via Zoom, which was quite a challenge. On February 4, 2024, I received my Bachelor of Science in Management Summa Cum Laude from California Coast University. Currently I hold the position of national replenishment buyer; I have held this position for 18 months and have not only learned the core job but have been able to gain experience in preparing and leading meetings.
How did you come to work in the grocery industry?
I think I just happened to enter the grocery industry. I was 19 years old when I started as a courtesy clerk, and I quickly advanced to a clerk position of scan coordinator and supervisor. This position was very flexible and allowed me to work full time and still have
quality time with my family and raise my children. As my children became more independent, I took more interest in what the grocery industry had to offer, and I applied for an opportunity in the division office. I now have 35 years of experience in the industry and an understanding of both frontstage and backstage which gives me a reality-based perspective of the industry.
How did your educational pursuits help you get to where you are in your career now?
Education along with work ethics has opened opportunities for advancement and recognition within the industry. Having a current/ recent degree shows commitment and determination. An education builds knowledge and confidence, this combination has enabled me to have the communication and work skills I need to prove myself for current and future roles in the industry. Classes in marketing, management, and business have educated me on the industry as a whole and allowed me to understand why we do what we do instead of just doing a task because that is the next step.
What is your favorite thing about being a grocer?
My favorite thing about being a grocer is the challenge. Grocery is fast-paced and always changing, and this is exciting to me and keeps me on my toes. My most rewarding experiences include mentoring and training others, helping others, and seeing the moment they understand a process or task gives me a feeling of joy and success. I also enjoy communicating with vendors as well as customers to brainstorm on more efficient and positive ways to conduct business. What do you hope to accomplish professionally in the next five years?
The grocery industry as we know is always changing and I am unsure where my future will be in the next five years. My company is currently in the process of retaining merger approval from the courts, once we have a decision, then I can make a realistic vision for my future. My hope is to progress to a management position where I can use my industry knowledge to simplify grocery, I like to call it
K.I.S.S.: Keep it Simple Shopping. I am very thankful for what the industry has provided me, and I look forward to what comes next.
Issac Granados
Store Manager
Stater Bros. Markets
2021 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
When I received my scholarship, I was a store manager with Stater Bros. Markets. I had just finished receiving an AA in business administration and an AA in business management through a community college program. This was after receiving a Retail Management Certificate through the WAFC program. I am proud to say that I am still a store manager with Stater Bros. Markets. How did you come to work in the grocery industry?
When I was 20 years old, I was not working at the time. I was taking some college classes at a community college but had very little life direction. Someone I knew told me about a job at Stater Bros, but it was about 15 miles away. The Stater Bros. closest to my house was not hiring so I decided to go take a chance at the store that was hiring. This was 32 years ago, so the company did all their hiring through paper applications and in person interviews on the spot. I was lucky enough to get selected and started two days later. Two weeks later I knew I was going to be here for a long time. It just fit.
How did your educational pursuits help you get to where you are in your career now?
The first 15 years of my career included very little classroom education. It was about learning through doing, on the job training so to speak. When the Retail Management Certificate Program started it gave me an opportunity to learn from industry experts through textbooks and in-class instruction. It opened my eyes to the academic
side of the industry and gave me the motivation to learn more. Through experience and education, I feel I have grown into a wellrounded individual and team leader. I feel my career and confidence would not be where it is now without the educational opportunities that were available to me.
What is your favorite thing about being in the grocery industry?
My favorite things about the grocery industry are the people I work with, the customers I get to meet, and the sense of satisfaction it gives me. I have made lifelong relationships with fellow teammates, been able to share memories with so many people over the years and help shape the up-and-comers in the company. Customers are sometimes the highlight of my day and could melt away the stress and frustrations of the job by just telling me about their shopping experience or even the joke of the day. It may sound weird, but I still get a huge sense of satisfaction from the way store looks when it is “ready for business” or when the back room is cleaned and organized. The other thing I like about the grocery industry is the security it gives me and my family. A great example of this was the pandemic and the amount of businesses that closed temporarily or permanently. When I got a job at Stater Bros. many years ago, my dad told me one simple thing about the business I chose, “everybody has to eat”. His simple response laid the foundation for my career.
What do you hope to accomplish professionally in the next five years?
I have given a lot of thought about where I would like to go professionally and have gone back and forth about it. At this moment I truly believe I am where I am supposed to be. I have had great success in leading teams at multiple stores over the years. I am now at a store that I see myself working at until I retire. With that being said I have been talked to about training assistant managers again or new key carriers while still working at this location. Knowing that I have some influence in shaping the future of this company definitely gives me a sense of satisfaction.
Is there anything else you’d like us to know about how the scholarship impacted you personally or professionally?
My younger son joined Stater Bros. a few years ago and is now enjoying the benefits of their educational programs and opportunities. He is on his way to his educational goals because of the partnership Stater Bros. has with CGAEF. Thank you for allowing me to be a part of this. I hope more people take advantage of these opportunities.
Alison Pettit
Front End Supervisor
Cardiff Seaside Market
2015; 2018-2024 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
When I received my very first CGAEF scholarship, I was a cashier at Cardiff Seaside Market. Now, I am a front-end supervisor at the very same store, and I’m thrilled at how my responsibilities have grown and evolved over the years thanks to both my time with the company and the various business classes that I’ve been able to take thanks to the scholarships that I’ve received.
How did you come to work in the grocery industry?
I first began working in the grocery industry over a decade ago. I started at Cardiff Seaside Market about a year after high school and have been there ever since.
How did your educational pursuits help you get to where you are in your career now?
I don’t think I would be as successful as I am now if it wasn’t for my continued education and everyone who made it possible. If not for my department manager encouraging me to go back to school (and for my general manager and the store owners supporting me, and of course the CGAEF for making it all possible) I don’t know if I would have ascended to my current position within the company. Certainly, I would not possess the same level of knowledge (and the tools with
which to use it) as I do now. Being able to go back to school and pursue my business degree has really helped me to better understand many aspects of both the grocery industry and the business world as a whole, particularly when it comes to matters relating to management. What is your favorite thing about being a grocer?
There are so many things I enjoy when it comes to working in the grocery industry, it’s difficult to pick one thing as my favorite! I think one of my favorite things is being able to provide people with not only excellent food but also great customer service; there’s just something satisfying about being able to help customers find that key ingredient they need or brighten their day with a good experience at checkout.
“Being able to go back to school and pursue my business degree has really helped me to better understand many aspects of both the grocery industry and the business world as a whole.”
What do you hope to accomplish professionally in the next five years?
Currently, I’m looking forward to finally attaining my business degree and continuing to use what I’ve learned in order to benefit not only myself but also my employer, my co-workers, and my community. Long-term, I’m hoping to remain at Cardiff Seaside Market, and perhaps take up management of the front end when our current department manager retires.
Ryan Adams
President & CEO
Gelson’s Markets
2013-2014 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
I was a director of retail support for Vons when CGA helped me earn my bachelor’s degree back in 2012-2014. The financial support provided the opportunity to finish my degree after putting it on hold early in my career. I had completed the WAFC Retail Management Certificate Program in 2004 with the intent of completing my bachelor’s degree shortly after, but life got busy with work, marriage, and the births of my two boys. CGA helped me complete my degree even if it was 10 years later and helped further my career.
I am currently the President and CEO of Gelson’s Markets in Southern California, after 25 years with Vons and Albertsons, I made the leap and was appointed to President and CEO in April of this year. I attribute my success to the years of experience, coupled with the education I was able to secure and assist in my future success. How did you come to work in the grocery industry?
The grocery industry was meant to be a part time job while going through college, like so many others it wound up being a career and a passion. The ability to work in so many different fields within an organization and industry is part of what gets us hooked on this industry. Serving customers and employees as a leader in the grocery industry provides tremendous intrinsic gratification and something that continues to humble me as a leader and not losing sight of why I love this industry.
How did your educational pursuits help you get to where you are in your career now?
I attribute everything to my educational pursuits. Whether it was receiving my WAFC RMCP in 2004, earning my bachelor’s degree in 2014, or serving on the advisory board for the Transformational Leadership program at UC Riverside for the last three years. The different applied learning through the years has allowed me to strengthen existing skills, while applying new learnings along the way. I find myself continuously looking back at my formal and informal education and learnings through the years as I grow as a leader.
What is your favorite thing about being a grocer?
I mentioned serving customers and employees, but I should probably expand on the mentoring aspect. Informal and formal mentoring has been one of the cornerstones of my career and desire to stay in this industry. The lives I have been able to touch and impact is always something that makes me happy to reflect on, while also realizing the impact those have had on me, whether those that have mentored me along the way or the expansive ways those I have mentored have allowed me to see and learn differently in our industry. Lifelong learning as a community is one of the many things that makes this industry so remarkable to work and thrive in.
“The grocery industry was meant to be a part time job while going through college, like so many others it wound up being a career and a passion.”
What do you hope to accomplish professionally in the next five years?
Honestly, after reflecting on these questions, getting back to formal education and completing my master’s is something that I have put on hold, and is something I will put back in front of myself as a challenge. I would also be remiss if I did not mention the continued participation in industry functions and events. I firmly believe as leaders in the industry we owe it to each other and to our future leaders to help inspire and coach our teams and stay engaged in industry functions.
Elizabeth Donate
Assistant Manager & Bookkeeper
Super A Foods
2019 & 2021 CGAEF SCHOLARSHIP RECIPIENT
What was your position and your company when you first received a scholarship from CGAEF? What is your current role and employer?
When I first received the scholarship from CGAEF, I was a box helper for Super A Foods where my responsibilities primarily involved assisting with customer service, bagging groceries, and helping with general store tasks. At that time, I was balancing my job with my studies as an accounting major. Currently, I have advanced to the role of an assistant manager and backup bookkeeper at Super A Foods.
How did you come to work in the grocery industry?
I came to work in the grocery industry somewhat by chance, but it turned out to be a great fit for me. I started working as box helper at a local grocery store during high school, mainly to earn some extra income. It was a straightforward job at first—bagging groceries and helping customers—but I quickly became more involved in other aspects of the store. I enjoyed the fast-paced environment and interacting with customers, and I also appreciated how every day presented new challenges and opportunities to learn.
How did your educational pursuits help you get to where you are in your career now?
My education as an accounting major has provided me with a strong foundation in financial principles, such as bookkeeping, financial reporting, and budgeting. This knowledge is directly applicable to my role at Super A Foods, where I am responsible for maintaining accurate financial records, reconciling accounts, and ensuring that
all transactions align with accounting standards. Education helped me develop both technical and soft skills. In fields like data analysis, communication and project management academic training often lays the groundwork for more specialized skills, which I refined through practical application in real-world settings.
What is your favorite thing about being in the grocery industry?
One of the best things about working in the grocery industry is how dynamic and hands-on the environment is. The grocery business is always evolving, and there are so many moving parts, which keeps things interesting. Grocery stores are essential to the local communities. Being a part of a business that provides everyday necessities means that we are helping in a tangible way. The grocery industry is one that’s not only fast-paced and diverse, but also very connected to the community.
What do you hope to accomplish professionally in the next five years?
Since I am already working as a bookkeeper, I would like to deepen my expertise in financial management and possibly take on more complex accounting tasks like budgeting, forecasting, or financial analysis. I would like to pursue a certification of a CPA or CMA. This would give me the technical expertise to take on more senior financial roles in the future.
Is there anything else you’d like us to know about how the scholarship impacted you personally or professionally?
The scholarship has provided much-needed financial relief, allowing me to focus more on my studies and less on the burden of tuition cost. This financial support made a meaningful difference in reducing stress, especially as I juggle work and school. On a personal level, the scholarship was a powerful reminder of the value of hard work, perseverance, and community support. With the scholarship, it gave me a sense of pride and accomplishment knowing that I was one step closer to completing my degree without worrying about financial constraints. Professionally, the scholarship had a direct impact on my ability to pursue further education and certifications, especially as I aim to advance in my current role. ■
CGAEF is proud to have awarded $10 million in college scholarships to students pursuing education and careers in the grocery industry. This giving season, join us in expanding the reach of this life-changing initiative. Just $10 can go a long way to contributing to the grocery industry’s next generation. Together, we can empower future leaders and strengthen communities across the industry.
Visit www.cgaef.org to learn more and donate!
Give $10 to get to the next $10 million!
Wellness Forecast for 2025
KATIE BRESSACK FOUNDER HOLISTIC NUTRITIONIST
Trends Grocer Should Anticipate in the New Year
As we fast-forward into the holiday season, let’s recap the state of the industry to close out the year with some insights that may shape your strategy heading into 2025.
To the relief of consumers everywhere, inflation is finally slowing. During the first half of 2024, the average unit price of consumer-packaged goods increased 1.7% compared to 2023 where the average unit price increased between 4-8%. Still, the last two years have resulted in more focus on budgeting, with implications for merchants and marketers alike. The new year should find many consumers continuing to focus on finding low-cost alternatives to their preferred brands while inflation and the cost of food as a percentage of their budget slowly declines.
Although cost will always remain a primary consideration, shoppers are still seeking out healthier products according to the IFIC (International Food Information Council) annual study. The recent presidential election cast public health at the forefront of the conversation for the first time in recent memory, including slogans such as Make America Healthy Again. Eliminating artificial colors and additives in foods was touted as a top priority, shedding new light on a growing concern for many consumers. Even though the holistic movement has been around for some time, its resurfacing to the general public should result in increasing
demands for more transparency from food and supplement companies, with products for kids a particular focus.
With 2025 right around the corner, here are some wellness trends to look out for in the new year.
• Mushrooms
Mushroom products are expected to become a $19 billion market by 2025. Look out for more mushroom coffees, teas, protein powders, protein bars, etc. as medicinal properties like lion’s mane get even more public attention.
• Reading Labels
People are going to start reading labels like never before and reduce the amount of additives in their foods. Customers will be paying closer attention to artificial colors, added sugars, and will be looking for products with fewer ingredients with an emphasis on whole foods, especially products for children. I also see an increasing demand for more affordable organic snack options in every grocery store.
• Gut Health and Immunity Products As gut health gains even more attention, grocers will want to accommodate people searching for fermented foods options during their routine trip to the grocery store. If you don’t already have a fermented
foods section, this would be a good time to start one or expand the section.
• Wearables
Wearable technology already has had an impact on people’s shopping trends at the grocery store. With this technology becoming even more accessible, it will continue to have an impact on shoppers’ purchasing. You will see more consumers tracking in the new year—and not just their macros!
• Sustainability
With 95% of consumers searching for sustainable products, stores that make it easier to find these products and highlight sustainable features will reach and engage more customers, especially with beauty, beer, and wine products.
With a new awareness and emphasis on health in the new year, it will be interesting to see how the rollout of Make America Healthy Again will affect consumers’ purchasing habits and how grocery stores will adapt. I think it will be more than a “New Year, New Me” mentality as people shift their views on health. ■
Sunscreen in whipped-cream cans, menstrual products in ice cream containers, and gin in motor oil cans? As advertising becomes pricier, small brands have taken to “Chaos Packaging” to capture shoppers’ attention. On a crowded store shelf, unconventional packaging that looks out of place is more likely to stand out against traditional boxes and cans. Brands like Liquid Death, a water company that packages beverages in beer-style cans, and olive oil startup Graza which uses squeeze bottles, have already found success with outside the box packaging models.
Food personality and former Bon Apetit star Molly Baz has added a new product to her culinary universe. Ayoh is a “sauced up” mayo brand adding new flavors and textures to the beloved and sometimes divisive spread. The mayo, intended as a Sando Sauce, comes in four flavors: Hot Giardinayo, Dilly Pickle Mayo, Dijonnayo, and original mayo. Baz said she hopes for the brand to become a kitchen mainstay like Heinz ketchup.
Nex Playground
The Nex Playground is a gaming console designed to get your family off the couch. The colorful cubed console includes a camera that tracks a player’s motions to control gameplay. Games available in the Nex library focus on action and movement, including tennis, hula-hoop, basketball, and dance. David Lee, co-founder and CEO of Bay-Area startup Nex, said “Modern entertainment options have made families more sedentary, more isolated from each other. We want to change that.”
vacation.inc
moonbird.life
Moonbird
Moonbird is the world’s first handheld breathing coach to reduce stress, anxiety, and insomnia. The ergonomic breathwork device is screen-free and designed to lower stress in five minutes— without thinking or counting. When struggling with sleep or in need of a break, moonbird guides users through “Tactile Guidance” to slow breathing and activate the body’s natural relaxation system. Users breathe along and inhale when the vice expands, and exhale when it contracts. Moonbird was founded by Stephanie Broes after battling long-term insomnia.
Depop Descriptions
Online secondhand fashion marketplace Depop can now generate product descriptions with generative AI and image recognition technology. When users upload a product photo, the description generator will produce a listing description to include the color, category, subcategory, and relevant hashtags to the brand. The description generator was designed to capture the colloquial tone of the Depop platform and is intended to make the selling process easier and faster for users.
filterbaby.com
Beauty begins in the shower with Filterbaby. The showerhead attachment that minimizes contact with physical contaminants and impurities is designed to lead to a glowing completion and healthier hair. Using activated carbon and KDF treatment technology, Filterbaby removes 99% of chlorine, cholaramine, lead, certain heavy metals, and PFAS. The benefits of Filterbaby include moisturized skin, a protected skin barier, healthier hair, reduced acne, and less hair shedding. Filterbaby now offers an Eco Pro model with more sustainable filters that cut plastic waste by 80-90%.
depop.com
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MOMMY BLOGGER
Unplugged in the Aisles: A Mom’s Perspective on Grocery Tech
KIMBERLY RAE MILLER WRITER
The grocery industry is racing into a tech-driven future, and for many, it’s a dream come true.
Smart carts calculate totals as you shop, drones deliver fresh produce to your doorstep, and influencers share perfectly curated grocery hauls. As a full-time working mom who also “moms” full-time, I should be thrilled by these advancements. They promise to streamline what often feels like yet another chore on my endless to-do list. But here’s the thing: for me, grocery shopping isn’t just about getting it done— it’s one of the few moments in my day when I can slow down and unplug.
I’ll admit that some of these innovations are pretty cool. While I have yet to experience grocery delivery by drone, I’d try it at least once just to see my kids’ excitement. Imagine their favorite snacks descending from the sky like something out of a sci-fi movie.
And while I’ve never been one to download grocery apps or sift through digital flyers, I do have a soft spot for grocery haul reels. There’s something oddly comforting about watching other moms unpack their finds. Seeing what other families are eating is not just fun but genuinely helpful. A new snack idea here, a meal prep shortcut there—it’s like getting advice from a friend, minus the effort of asking. Some of my favorite family dinners were inspired by these reels, and I’ve come to appreciate how social media can make grocery shopping a shared, almost collaborative experience.
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Still, there’s something irreplaceable about physically walking through the store. It’s a small pocket of time
when I can step away from screens and focus on what’s in front of me. I love the sensory experience—the smell of fresh produce, the warmth of freshly baked bread, and even the sound of carts clattering down the aisles. My kids get involved, too, picking out their favorite fruits or comparing labels to find the healthiest cereal. These moments ground us, offering a tangible connection to the food that nourishes our family.
For all its promise of convenience, technology sometimes adds a layer of complexity I’m not eager to embrace. I still use my parents’ phone number for store discounts because signing up for one more thing feels like too much. But as much as I resist some changes, I’ve learned to appreciate how they can complement rather than replace the rituals I hold dear.
Grocery shopping is more than just a task for me to complete. Whether I’m scanning the aisles or watching a drone drop off our groceries (fingers crossed that happens soon), it’s about feeding my family, creating memories, and finding inspiration in the everyday. For that, I’ll take the best of both worlds. ■
Checking the shopping list twice – for treats
By Joe Toscano, Vice President, Trade & Industry Development at Purina
The holiday shopping season is a critical time across retail. The season of entertaining and gifting brings consecutive weeks of opportunity for incremental growth across all aisles.
But while gifting for human members of the family can take many forms – there is a clear choice for pet owners when considering their dogs and cats: Treats. For pets, it is hard to top the sense of joy and excitement that can be seen with a savory treat – rivaling the delight from a child’s bike or dollhouse under the tree.
So it should come as no surprise that the weeks before the holidays represent the treats’ highest sales volume of the year. Studies have shown that consumers are more willing to indulge and spend more on themselves and their pets during key seasons and around the holidays. But it isn’t a spike— rather a sustained period of growth starting at Halloween and into Valentine’s Day. And retailers are taking notice.
General grocers and pet specialty retailers can all capitalize on these waves with limited holiday items, seasonal flavors, themed packaging and dedicated displays in premium foot traffic areas. Your own Purina sales representative can provide information on seasonal items and displays from our range of brands. And this year, we are incentivizing consumers more than ever to add to the basket. Through the myPurina app, from October 1st to December 31st, users who spend $25 across all Purina dog treats, cat treats and cat complements save $10 (via a VISA gift card).
But the focus on treats in your aisles doesn’t (and shouldn’t) end on February 15th. Treats build the overall basket and the bottom line at the register. The category is a particular bright spot for retailers as an incremental purchase. Fortunately, there are several strategies you as a retailer can deploy for year-round coverage.
Variety. For treat buyers, variety is key. Dog treat buyers, on average, feed treats eight times a week. Half of buyers reported having two or more varieties (crunchy, meaty, dental, long-lasting or niche) on hand, and 60% of buyers
reported having two-to-five packages on hand. Cat treat consumption has grown and is driven primarily by crunchy form and larger sizes. For year-round coverage, ensure you have a variety of treats including crunchy, meaty, long-lasting and functional so that consumers can select multiple treats for the various occasions. Purina has developed several functional treats for each category, such as DentaLife dental chews for dogs with additional benefits, such as immune and digestive support.
Cross-promotion. Retailers can start by bringing in new households with dry pet food cross-promotions focusing on their health benefits and ingredient story.
Disruption. Treats are more likely to be an unplanned purchase than dog and cat food, which means it is beneficial to disrupt consumers on their shopper journey. Try signage and secondary displays to disrupt the shopper in-store. For online shoppers, banner ads, popups on food pages and add to basket at checkout are beneficial tactics.
Timing. Now, more than ever, consumers want to create those special moments treats provide year-round. Pet retailers
should ensure treats are part of their monthly merchandising programs in order to stimulate incremental sales and profits. Multiples pricing. Because treat consumers are not as price sensitive, stimulate additional purchases by using multiples pricing. Instead of suggesting a $3.49 retail price either in ad or everyday, change to 2/$7.00 and see the incremental purchases and profits soar.
An annual merch plan. Along with your promotion plan, you should also have a merch plan. Purina has merch that can be anchored by treats, as well as additional units available for wet food, dry food and cat litter.
Are you capitalizing on this prime time to sell more treats and drive profitable sales in your stores? There is no better time to get started! Please contact your Purina sales rep for a customized annual plan to take advantage, starting today.
