CStore Decisions December 2024

CStoreDecisions

40 UNDER 40 LEADERS TO WATCH

Decisions

the CSD Group

CStoreDecisions CStoreDecisions

EDITORIAL

VP EDITORIAL, FOOD, RETAIL & HOSPITALITY Danny Klein dklein@wtwhmedia.com

EDITOR-IN-CHIEF Erin Del Conte edelconte@wtwhmedia.com

SENIOR EDITOR Emily Boes eboes@wtwhmedia.com

ASSOCIATE EDITOR Kevin McIntyre kmcintyre@wtwhmedia.com

EDITOR EMERITUS John Lofstock

CREATIVE SERVICES

VICE PRESIDENT, CREATIVE DIRECTOR Matthew Claney mclaney@wtwhmedia.com

CREATIVE DIRECTOR Erin Canetta ecanetta@wtwhmedia.com

DIRECTOR, AUDIENCE DEVELOPMENT Bruce Sprague bsprague@wtwhmedia.com

EVENTS

VP, ASSOCIATION & COMMUNITY ENGAGEMENT Allison Dean adean@wtwhmedia.com

DIRECTOR OF EVENTS Jen Osborne josborne@wtwhmedia.com

EVENTS MANAGER Brittany Belko bbelko@wtwhmedia.com

EVENTS MANAGER

Jeannette Jelks jjelks@wtwhmedia.com

EVENTS COORDINATOR Alexis Ferenczy aferenczy@wtwhmedia.com

EVENTS COMMUNICATIONS COORDINATOR Emma Paul epaul@wtwhmedia.com

WTWH MEDIA, LLC 1111 Superior Ave.

2600

OH 44114

Ph: 888-543-2447

Decisions

Leading Through Innovation

SALES TEAM

VP SALES, FOOD, RETAIL & HOSPITALITY Lindsay Buck lbuck@wtwhmedia.com (774) 871-0067

KEY ACCOUNT MANAGER John Petersen jpetersen@wtwhmedia.com (216) 346-8790

SALES DIRECTOR Tony Bolla tbolla@wtwhmedia.com (773) 859-1107

SALES DIRECTOR Patrick McIntyre pmcintyre@wtwhmedia.com (216) 372-8112

SALES MANAGER Simran Toor stoor@wtwhmedia.com (770) 317-4640

MARKETING MANAGER Jane Cooper jcooper@wtwhmedia.com

CUSTOMER SERVICE REPRESENTATIVE Annie Paoletta apaoletta@wtwhmedia.com

CONTENT STUDIO

VP, CONTENT STUDIO Peggy Carouthers pcarouthers@wtwhmedia.com

WRITER, CONTENT STUDIO Ya’el McLoud ymcloud@wtwhmedia.com

WRITER, CONTENT STUDIO Abby Winterburn awinterburn@wtwhmedia.com

LEADERSHIP CEO Scott McCafferty smccafferty@wtwhmedia.com

SUBSCRIPTION INQUIRIES

To manage current print subscription or for a new subscription: https://cstoredecisions.com/cstore-decisions-subscriptions/ Copyright 2024, WTWH Media, LLC

CStore Decisions is a three-time winner of the Neal Award, the American Business Press’ highest recognition of editorial excellence.

EDITORIAL ADVISORY BOARD

Nate Brazier, President and Chief Operating Officer

Stinker Stores • Boise, Idaho

Robert Buhler, President and CEO

Open Pantry Food Marts • Pleasant Prairie, Wis.

Herb Hargraves, Chief Operating Officer

Sprint Mart • Ridgeland, Miss.

Bill Kent, President and CEO

The Kent Cos. Inc. • Midland, Texas

Bill Weigel, CEO

Weigel’s Inc. • Knoxville, Tenn.

Dyson Williams, Vice President

Dandy Mini Marts. • Sayre, Pa.

NATIONAL ADVISORY GROUP (NAG) BOARD (RETAILERS)

Vernon Young (Board Chairman), President and CEO

Young Oil Co. • Piedmont, Ala.

Greg Ehrlich (Chair Elect), President

Beck Suppliers Inc. • Fremont, Ohio

Joy Almekies, Senior Director of Food Services

Global Partners • Waltham, Mass.

Jeff Carpenter, Director of Education and Training

Cliff’s Local Market • Marcy, N.Y.

Richard Cashion, Chief Operating Officer

Curby’s Express Market • Lubbock, Texas

Megan Chmura, Director of Center Store

GetGo • Pittsburgh

Ryan Faville, Director of Purchasing

Stewart’s Shops Corp. • Saratoga Springs, N.Y.

Cole Fountain, Director of Merchandise

Gate Petroleum Co. • Jacksonville, Fla.

Kalen Frese (Board Chairman), Director of Merchandising

Warrenton Oil Inc. • Warrenton, Mo.

Alex Garoutte, Director of Marketing

The Kent Cos. Inc. • Midland, Texas

Derek Gaskins, Chief Marketing Officer Yesway • Des Moines, Iowa

Joe Hamza, Chief Operating Officer Nouria Energy Corp. • Worcester, Mass.

Beth Hoffer, Vice President

Weigel’s • Powell, Tenn.

Brent Mouton, President and CEO

Hit-N-Run Food Stores • Lafayette, La.

Lenny Smith, Vice President Crosby’s • Lockport, N.Y.

Dyson Williams, Vice President

Dandy Mini Marts • Sayre, Pa.

Hussein Yatim, Vice President YATCO • Marlborough, Mass.

Supplier Members

Kyle May, Director External Relations

Reynolds Marketing Services Co. • Winston-Salem, N.C.

Todd Verhoven, Vice President of Sales

Hunt Brothers Pizza • Nashville, Tenn.

Steve Yawn, Director of Sales McLane Company Inc. • Temple, Texas

CASH HANDLING HEADACHES CURING

SafePoint—The Solution to Operational Pains

Manual cash handling is not only time-consuming but also leaves your business vulnerable to theft and human error. SafePoint by Loomis is here to alleviate your operational pains. Our smart safes and cash recyclers offer a secure, efficient way to manage your cash, so you can focus on what matters most—growing your business. Plus, with features like provisional credit, you could have access to your funds overnight.

Save on labor and training costs.

Eliminate the need for daily trips to the bank.

Reduce the risk of internal theft and external threat. Gain real-time visibility into your cash flow.

CStoreDecisions

Editor’s Memo

For any questions about this issue or suggestions for future issues, please contact me at edelconte@wtwhmedia.com.

Investing in Young Executive Leaders

Each December, CStore Decisions celebrates nextgeneration and young executive leaders who are standing out at their convenience store chains. As the c-store industry evolves, this new wave of young professionals is stepping up to shape the industry’s future.

Today’s next-generation leaders are not only inheriting a legacy of resilience and innovation, but they are also redefining what it means to thrive in a rapidly changing market. From embracing digital transformation to adapting to shifting customer preferences, they are positioning their brands to meet the demands of modern consumers while paving the way for the industry’s future success.

EMBRACING DIGITAL TRANSFORMATION

Young executives under the age of 40 are digital natives, who are often more comfortable than older generations with the shift toward e-commerce, data analytics, artificial intelligence (AI) and digital marketing. This tech-savvy approach to retail is proving essential as consumers continue to demand heightened levels of convenience and personalization. Young executives understand that technology isn’t merely a tool but a strategic asset that can help c-stores drive sales, optimize operations and enhance the customer journey.

But young professionals are also contending with a perfect storm of challenges, from the complexities of supply chain disruptions, the rise of electric vehicle charging and foodservice evolution to labor shortages and regulatory hurdles. However, their agility and willingness to embrace change are proving to be invaluable assets in steering their organizations through uncertainty.

As we celebrate the achievements of the 2024 Class of 40 Under 40 Leaders to Watch, it’s clear that with so much young executive talent in our industry, the future of convenience has never been more promising.

PIZZA POWER

Once again, CStore Decisions in partnership with PMQ is bringing our readers the annual Pizza Power Report, where we examine the state of pizza in the c-store industry as well as how quick-service-restaurant (QSR) and pizzeria competitors are approaching the pizza landscape. Today, given continued inflation, value — an area where c-stores already excel — is the name of the game across pizza channels. Meanwhile, c-store chains are stepping up their pizza quality to give QSRs a run for their money.

TOBACCO OUTLOOK

With a new administration set to take the White House in January, the tobacco industry is waiting to see how regulations — from the proposed menthol cigarette ban to potential marketing granted orders for flavored vape and nicotine pouches — shake out in 2025. In this month’s article “Changing Tides in Vape and Oral,” learn more about the trends impacting the vape and oral categories, including the Food and Drug Administration’s latest crackdown on illegal products from China.

FUTURE FORECAST

As you prepare for the year ahead, this month’s Industry Perspective column shares tech trends to watch in 2025, from retail media to AI.

Once again, young executives are likely to be crucial for helping their c-store chains adapt to changing technology and helping c-stores keep pace with continued evolution. Investing in young talent now can help secure a strong bench of future leaders, provide your chain with a competitive edge and ensure your legacy in this fastevolving industry.

Erin Del Conte

We are excitedtosee yourcareersthrive!

Congratulations to all of the members of 40 under 40 on behalf of the proud silver sponsor, Reynolds Marketing Services Company.

LEADERS TO WATCH

CStore Decisions celebrates 40 young executives demonstrating exceptional leadership, work ethic, innovation and impact.

A CStore Decisions Staff Report

As the convenience store industry contends with a changing landscape marked by ongoing consolidation, labor shortages, foodservice evolution, technological advances and regulatory challenges, young executives and next-generation leaders are proving essential to their companies and the industry as a whole.

Known for bringing a fresh perspective, adaptability, tech savvy solutions and more to the table, today’s young executive leaders are well equipped to navigate obstacles and drive their companies forward to longterm success.

On the pages that follow, CStore Decisions introduces the 2024 Class of 40 Under 40 Leaders to Watch.

The 40 Under 40 is an annual list of the convenience store industry’s young executive leaders who have been responsible for helping to advance their business in a significant way within the last 12 months. Each year, we discover that there are more young executives in the industry worthy of recognition. This year we received more than 130 nominations from across the convenience store industry.

The following 40 next-generation retailers represent some of the most promising young executives in the industry today, selected from chains of all sizes across the country. They include a range of titles — from CEO

MEGHAN AINSWORTH, 34

Senior Manager of Tobacco and Retail

to category manager to director of operations, just to name a few.

This year’s class of 40 Under 40 Leaders to Watch was honored in a virtual gala hosted on Dec. 3. They also receive a range of benefits in the year ahead, which include free registration to the CStore Connections conference, formerly known as the NAG Conference, which is set for March 9-12 in Charlotte, N.C., where they will be honored at a special reception on the evening of March 11.

The 40 Under 40 Inductees will also gain free attendance to the Leadership Discovery Program that will be held directly following CStore Connections on the morning of March 12 in Charlotte. Those who elect to participate will complete the robust diagnostic, Gallup’s CliftonStrengths34, ahead of time to map their unique leadership strengths.

Our 40 Under 40 Inductees will also be invited to attend our exclusive CStore Momentum event for young executives and next-generation leaders. Plus, they’ll be eligible to attend all future CStore Momentum events moving forward.

The official nomination period for CStore Decisions’ 40 Under 40 Leaders to Watch list runs from Aug. 1 to Sept. 20. Watch for e-blasts from CStore Decisions requesting nominations.

And now, introducing the 40 Under 40 Class of 2024:

Merchandising

Company: Refuel Operating Co. l Headquarters: North Charleston, S.C l Number of Stores: 230

C-Store Banner Name(s): Refuel and Double Quick l Years with the Company: 1.5

Meghan Ainsworth began her career in pharmaceutical sales before switching over to the tobacco industry in 2017 with Reynolds American. She spent six years at Reynolds in both field sales and account management where she honed her skills in tobacco contracts and industry trends. In July 2023, Ainsworth joined Refuel Operating Co. as the category manager of tobacco. She helped expand tobacco loyalty and navigated cigarette volume growth in a declining industry. Within a year, she was promoted to senior manager of tobacco and retail merchandising where she still handles the tobacco category in addition to leading the team of field merchandisers that assist with all categories. Ainsworth is known for her strategic vision and people-focused leadership. Her insights are progressive, and she always challenges her team with enthusiasm.

What is the biggest issue facing convenience stores today? “Manufacturerdriven margin decline and the volatile regulatory landscape.”

HARMAN AULAKH, 31

Vice President — Marketing

Company: Onvo l Headquarters: Scranton, Pa. l Number of Stores: 40

C-Store Banner Name(s): Onvo l Years with the Company: 4.5

Prior to joining Onvo in 2020, Harman Aulakh spent his career working in branding and digital marketing. He joined his current company, then known as Liberty Travel Plazas, to lead it through its rebrand, which included the development and launch of the new Onvo brand. Now serving as VP of marketing, Aulakh is said to have been instrumental in Onvo’s growth. In just four years, apart from leading the rebrand of Liberty Travel Plazas to Onvo, he launched the Onvo Rewards loyalty program and app, assisted with getting electric vehicle chargers installed and launched the company’s new grab-and-go food program.

What is the biggest issue facing convenience stores today? “Differentiating and creating an offer that resonates with customers who have more choices than ever before.”

CARSTEN BOSSELMAN, 32

JENN BEAL, 37

Senior Learning Business Partner

Company: Casey’s General Stores Headquarters: Ankeny, Iowa Number of Stores: 2,600+

C-Store Banner Name(s): Casey’s Years with the Company: 4

Jenn Beal began her career as a professor at a business college before transitioning into a project manager role with a non-profit where she specialized in training and leadership development efforts while helping transition youth from high school into careers. She then served as a director of a federal grant-funded college and career exploration program that emphasized leadership skills. In response to COVID-19, she was recruited to a national non-profit to serve as the director of education and lead virtualization efforts for leadership and job skills learning. Her path crossed with Casey’s as she completed a work experience for her doctorate in instructional design and performance technology. At Casey’s she works with Store Support Center business units and the field to provide leadership development. Colleagues noted that her ability to design and implement programs that address underlying needs has significantly influenced Casey’s organizational growth. Beal is a dedicated mentor and collaborator whose ability to connect with people sets her apart. She works closely with senior leaders, providing insights and fostering a culture of continuous improvement and inspiring those around her. What project or innovation are you most looking forward to in 2025? “Modernizing and streamlining all leadership offerings for the entire organization.”

Director of Learning, Development and Inclusion

Company: Bosselman Enterprises

Headquarters: Grand Island, Neb.

Number of Stores: 48

C-Store Banner Name(s): Bosselman Pump & Pantry

Years with the Company: 6

Bosselman Pump & Pantry has always been a part of Carsten Bosselman’s life — literally — as he’s a fourth-generation member of the family business. Bosselman noted he loves his career, the people he works with, and the opportunity to make positive impacts for customers as well as within the communities the company serves. Prior to joining the family business, Bosselman worked as a project manager for a learning and development consulting firm, which instilled in him a love of helping people grow and succeed in the workplace. He oversees many areas of people-oriented aspects of the business, building many of the company’s departments from the ground up, including learning and development; diversity, equity and inclusion; and employee engagement. Bosselman has built the training department from scratch; he and his team partner with operations to provide high-quality training and promote engagement and belonging at all levels of the organization.

What is the biggest issue facing convenience stores today? “Balancing innovation and costs with products, fuel, food and services when the consumer has endless options for convenience in e-commerce, food delivery and staying at home.”

TYLER BROCAR, 29

Field Food Service Manager

Company: Global Partners

Headquarters: Waltham, Mass.

Number of Stores: 369

C-Store Banner Name(s): Jiffy Mart, T-Bird, P&H Truck Stop, Alltown, Alltown Fresh, Xtramart, Honey Farms, Mr Mikes

Years with the Company: 5

Tyler Brocar has spent the last 14 years of his working life in the foodservice industry. Prior to Global Partners, he was a general manager for multiple Subway locations for a privately owned company. When he started at Global, he oversaw its franchise concepts for its c-store locations. After a year, Brocar was given the opportunity to transition to the company’s deli concepts. Over the last few years since joining the deli side, he assisted in transitioning the Jiffy Mart and T-Bird banners to a uniformed deli program. There were 20-plus stores with delis from those banners that had different menus, and Brocar worked toward implementing a uniform menu and getting the equipment in line. His daily tasks consist of traveling Global’s Vermont region and monitoring, supporting and training the deli, commissary and beverage departments. By leveraging insights from data analysis, Brocar identifies trends and opportunities and informs strategic decisions that enhance operational efficiency.

What is the biggest issue facing convenience stores today? “Staffing — finding and retaining qualified staff to meet the demands of daily operations is challenging.”

ALAYNA BROWN, 28

Director of Retail Operations

Company: Northdale Oil Inc.

Headquarters: Grand Forks, N.D.

Number of Stores: 33

C-Store Banner Name(s): Northdale Oil

Years with the Company: 6

Alayna Brown is the director of retail operations for Northdale Oil Inc., which operates 33 locations and is based in Grand Forks, N.D. Brown grew up in the c-store industry, holding entry-level positions before graduating from the University of North Dakota and deciding to join the family business. Brown started as a pricebook manager and regional manager — positions that quickly evolved as the chain expanded rapidly. Brown then gained more experience in category management, profitability management, vendor relations, inventory management, store management, marketing, human resources, business development and more before becoming director of retail operations. Six years into the job, Brown still enjoys the engagement she has with Northdale’s operating communities and the role the company plays in those efforts. What is your favorite thing about your job/role? “My favorite thing about my role is the impact that we can directly have on our communities and team members along with the diversity in every day.”

JEREMY BURGE, 39 Chief Operating Officer

Company: Louisiana Truck Stop & Gaming Administration LLC

Headquarters: Bossier City, La.

Number of Stores: 9

C-Store Banner Name(s): Quick Draw Travel Plaza, I-220 Travel Plaza, Waverly Truck Stop, Big Top Travel Plaza, Coushatta Truck Stop, Mansfield Travel Plaza, Opelousas 190 Truck Stop, St Francisville Truckstop, Houma Coteau Travel Plaza

Years with the Company: 20

Jeremy Burge is the chief operating officer at Bossier City, La.-based Louisiana Truck Stop & Gaming Administration LLC. Burge began his cstore career while he was in college, majoring in criminal justice and business administration. His first position was as an internal auditor, but he has held several roles over the past 20 years, including regional manager, operations manager and commercial real estate leasing. He eventually moved into the role of IT director where he increasingly focused on integrating technology into operations. Colleagues noted that Burge is dedicated to the team and an absolute asset to the company, always willing to lend a helping hand. Throughout his career he’s been committed to learning and giving back to his community.

What is your favorite thing about your job/role? “My favorite aspect of my role is the ability to interact with customers and staff while driving our business growth to positively impact the communities we serve.”

KELLY CARROLL, 38

Associate Director of Retail Operations

Company: Neon Marketplace

Headquarters: Cranston, R.I.

Number of Stores: 10

C-Store Banner Name(s): Neon Marketplace

Years with the Company: 3.5

Kelly Carroll spent the first 15-plus years of her career working with large retail companies in the New England area. In 2021, she joined Neon Marketplace as general manager of Neon’s initial store. At the time Neon had only two locations. As the company grew, she took on additional roles and responsibilities, including opening its new locations, hiring and training new store teams, and becoming invested in the entire customer experience. After working with Neon’s vendor partners, she stepped into a retail operations role, overseeing current and future locations for the company. Most recently, she was promoted to associate director of retail operations at Neon. Coworkers pointed to her initiative, quality work and quick growth within the company. What project or innovation are you most looking forward to in 2025? “I am looking forward to enabling company growth into the future while expanding Neon’s brand presence across New England.”

LUIZ CARVALHO, 35

Financial Planning & Analysis Manager

Company: Beck Suppliers/FriendShip Stores

Headquarters: Fremont, Ohio

Number of Stores: 31

C-Store Banner Name(s): FriendShip Stores Years with the Company: 4

Luiz Carvalho began his career with Beck Suppliers on a path to become a controller. After receiving master’s degrees in finance and international business, he gravitated toward creating a financial planning and analysis department within the Beck organization. According to coworkers, Carvalho quickly learned the business and successfully took on many roles outside of his areas of expertise, including the management for Beck’s propane and fuels and sales and marketing departments. Part of the fourth generation of ownership, Carvalho recently started a new position as director of finance and accounting, where he will continue to lead Beck’s financial planning and analysis department while also taking over controllership duty of the company.

What is your favorite thing about your job/ role? “I love being able to understand the business and support strategic decisions that drive the company forward by looking at data.”

ERIN DASILVA, 39

Consumer Engagement Manager

Company: Southwest Georgia Oil Inc. l Headquarters: Bainbridge, Ga. l Number of Stores: 81

C-Store Banner Name(s): SunStop l Years with the Company: 5

Erin DaSilva is a customer engagement manager at Southwest Georgia Oil Inc., which operates 81 SunStop locations. With over 17 years of experience driving brand growth, customer engagement and loyalty, DaSilva has been with Southwest Georgia Oil for the past five years. Over the course of those five years, DaSilva has led the development of the SunStop Rewards program, using her expertise to drive loyalty and engagement for the company. Colleagues noted that DaSilva displays exceptional leadership skills and is someone who genuinely cares about the organization. Today, she has a knack and a passion for analytics and program building.

What is your favorite thing about your job/role? “My favorite part is creating new programs and using analytics to measure their success, blending creativity with datadriven insights to drive continuous improvement.”

SAM DEARDEN, 26

Category Manager

Company: Good 2 Go Stores LLC l Headquarters: Idaho Falls, Idaho l Number of Stores: 83

C-Store Banner Name(s): Good 2 Go l Years with the Company: 2.5

Sam Dearden began his career with Good 2 Go as an intern during his senior year of college. During his internship he worked to help build engagement with Good 2 Go’s loyalty app and provide insights to the category management team for various projects. After about four months, he joined the company full-time as a marketing manager, building and leading the marketing calendar for the company. After eight months, he was promoted to category manager with a focus on packaged beverages. Today he also manages the alcohol, ice and ice cream categories in addition to packaged beverages. His coworkers pointed out that Dearden has strong critical thinking skills, leads with kindness and has a growth mindset as he tackles new challenges.

What project or innovation are you most looking forward to in 2025? “Continuing to create a more consistent experience across our chain.”

BRANDON DEMEREST, 31

Senior Category Manager — Tobacco

Company: Pilot Company l Headquarters: Knoxville, Tenn.

Number of Stores: 656 l C-Store Banner Name(s): Pilot, Flying J, One9 Years with the Company: 9

Brandon Demerest began his career at Pilot nine years ago as a rotational development candidate, where he spent a year working on projects across merchandising, fuel sales, IT and more. He quickly discovered that category management was an ideal fit for his strengths. Demerest began supporting the cooler category managing beer, wine and spirits before transitioning to a center store role focused on the candy business. After a couple years he went on to spend 18 months in Pilot’s outside fuel sales business, supporting the Pacific Northwest and Rocky Mountain territories. When this rotation ended, he returned to Knoxville, Tenn., as a category manager for the grocery category, which he led and grew for more than four years. In late 2023, he was presented an opportunity to lead Pilot’s tobacco category and saw this as a new and inviting challenge. Coworkers were impressed with the way he took ownership of the new category and his skill in building supplier and vendor relationships. What project or innovation are you most looking forward to in 2025? “We are currently redefining our strategy for tobacco, reevaluating our pricing architecture, promotional plans and how we talk to our guests.”

SALLY EDWARDS DARNELL, 28

Chief Marketing Officer

Company: Edwards Oil Co./South Tennessee Oil Co.

Headquarters: Lawrenceburg, Tenn.

Number of Stores: 39

C-Store Banner Name(s): Quik Mart Convenience Stores

Years with the Company: 8

At age 13, Sally Edwards Darnell began working in her family business — Edwards Oil Co./South Tennessee Oil Co. — as a cashier. She is a fourth-generation member of the family business and has held several roles within the company, including cashier, cook, asset counting, accounts payable, human resources, marketing and more. Over the years, her career path has evolved, but her passion for the industry and the family business has only grown. Now, she oversees all marketing and promotion efforts for both the c-store chain and the fuel distribution side. She manages a team of marketing professionals that assists her in both operations and execution of marketing strategies to continue to grow the company. She also has several ownership tasks within the company including new site selection and new building projects.

What is the biggest issue facing convenience stores today? “Our largest challenge is sticking (to) the name of our industry (convenience) while the world continues to evolve and become more and more convenient daily.”

PETER ELLIOTT JR., 38

Director of Procurement & Marketing

Company: Sonbyrne Sales Inc.

Headquarters: Syracuse, N.Y.

Number of Stores: 76

C-Store Banner Name(s): Byrne Dairy & Deli Years with the Company: 10

After graduating from Syracuse University College of Law in 2014, Peter Elliott Jr. began his career in commercial real estate but soon realized he felt a strong pull toward his family’s business, Byrne Dairy & Deli, which was founded by his great-grandfather, Matthew Byrne, in 1933. Elliott joined the company as a general manager at one of the Syracuse, N.Y., locations, where he learned the business from the ground up, working under his uncle, President and CEO Mark Byrne. Over the next decade, Elliott took on roles in management, operations, procurement, marketing and distribution. Today, he leads the purchasing, marketing and distribution departments and has helped the company grow from 50 to 76 stores. Elliott serves on the board of directors for the New York Association of Convenience Stores and was recently elected chairman of the board, effective May 2025. Colleagues praised his leadership, commitment to excellence and ability to drive results. What project or innovation are you most looking forward to in 2025?: “In 2025, I’m most excited about expanding our footprint by adding five to six new stores annually. I’m also looking forward to leveraging data, technology and targeted marketing strategies to continue meeting the evolving needs of our customers while driving sustainable growth.”

BRITTNEY FIELDS, 38

Pricebook Administrator

Company: OnCue Marketing LLC

Headquarters: Stillwater, Okla.

Number of Stores: 70

C-Store Banner Name(s): OnCue Years with the Company: 3

Brittney Fields received her degree in agricultural leadership. She started her career in banking where she became a loan support manager and found her passion for leading a team. Fields began working at OnCue in 2021, learning the intricacies of the pricebook, and in 2023 was promoted to pricebook administrator, leading the pricebook team. She expertly handles all aspects of pricing, rebates and reconciliation, collaborating closely with various departments, including merchandising, accounting, marketing and foodservice. Her ability to coordinate with these teams has been crucial in ensuring smooth operations and maximizing profitability. Fields enjoys working for OnCue because the company is ambitious and forward thinking when it comes to growth and new technology, and it makes decisions quickly to stay competitive in an ever-changing market.

What is the biggest issue facing convenience stores today? “A significant challenge in the industry today is the shift in consumer buying habits due to inflation. To address this, we’re focused on meeting customers where they are and providing options that cater to all budgets, ensuring loyalty and repeat visits.”

REBECCA GREGORY, 30

Center Store Category Manager

Company: Weigel’s l Headquarters: Powell, Tenn. l Number of Stores: 83 C-Store Banner Name(s): Weigel’s l Years with the Company: 12

Rebecca Gregory began her career at Weigel’s as a cashier at the age of 18. She worked her way up through the company’s management levels, reaching a store manager position which she held at various locations over a six-year period. From there she transitioned to the company’s support center as a marketing assistant, which evolved into her current role as category manager for the center store. Gregory’s coworkers noted she’s hardworking, dedicated and that there’s nothing she isn’t capable of achieving.

What is the biggest issue facing convenience stores today? “We must strive to be the destination while working through supply chain issues, labor shortages, evolving expectations of customers (and employees) as well as keeping up with all trends that are important to our customers.”

DEIRDRE HILLIARD, 35

Manager, Fuel Analytics

Company: Murphy USA

Headquarters: El Dorado, Ark.

Number of Stores: 1,700

C-Store Banner Name(s): Murphy USA, Murphy Express, QuickChek Years with the Company: 4

Deirdre Hilliard is the manager of retail fuel analytics for Murphy USA, which operates more than 1,700 c-stores across the U.S. Hilliard began her career at Kraft Heinz Co. and Southeastern Grocers, serving in various positions across category development and pricing. She joined the Murphy USA team in 2020 as a fuel pricing analyst, where she significantly improved the pricing strategy used at Murphy locations. In March 2024, Hilliard transitioned to the enterprise analytics team as a senior fuel analyst before becoming manager of retail fuel analytics in September. Colleagues have noted that Hilliard is an exceptional mentor and a fearless advocate for her employees and team members.

What is your favorite thing about your job/role?

“Being able to provide insights and present opportunities that I know will create lasting impact on the health and overall growth of the business.”

ALEX KUGAR, 33

VP of Finance

SAMANTHA JONES, 33

Director of Engineering

Company: RaceTrac l Headquarters: Atlanta

Number of Stores: Nearly 800 l C-Store Banner Name(s): RaceTrac Years with the Company: 8

Samantha Jones is the director of engineering at RaceTrac, headquartered in Atlanta and operator of nearly 800 c-stores across the U.S. With eight years of experience at the company, Jones initially began her career as a civil engineer at Enercon. After three years there, Jones transitioned to the c-store industry as an engineering project analyst for RaceTrac. In 2016, she became an engineering project manager, then a lead project manager in 2020 and eventually a senior engineering project manager in 2021. After five months in that role, she earned her current position of director of engineering, a title she has held for the past two-and-a-half years. Colleagues have noted that Jones is a trusted leader at RaceTrac and a mentor to many.

What is your favorite thing about your job/role? “No two properties (or days at RaceTrac) are exactly the same.“

Company: Gas N Wash l Headquarters: Tinley Park, Ill. l Number of Stores: 32

C-Store Banner Name(s): Gas N Wash & Food N Fuel l Years with the Company: 4

Alex Kugar spent the first seven years of his career in various finance roles at GE Capital, BMO and Chase. In 2020, Gas N Wash was looking to expand and Kugar leapt at the opportunity to join the company and become part of the team growing the Gas N Wash concept. As VP of finance his responsibilities include sourcing debt and equity for new projects, sourcing and working with new tenants that partner with Gas N Wash, and developing the carwash leadership team with specific focus on growing the membership base. His coworkers noted that Kugar leads with purpose, integrity and focus to drive continued and sustainable growth.

What project or innovation are you most looking forward to in 2025? “Further rollout of digital tags from multiple retailers.”

CANDISE LAWRENCE, 37

Regional Manager

Company: Sampson Bladen Oil Co. l Headquarters: Clinton, N.C. l Number of Stores: 110 C-Store Banner Name(s): Han-Dee Hugo’s l Years with the Company: 16

Candise Lawrence began working at Han-Dee Hugo’s as a cashier when she was 21 years old. At the time, she didn’t expect to build a career in the c-store industry, but she soon discovered a passion for helping people reach their potential, plus the ever-evolving c-store industry kept her on her toes. From there, she was moved through various roles, including assistant store manager, store manager and district manager. Two-and-a-half years ago she was promoted to regional manager and now oversees 54 locations in North Carolina. Coworkers noted Lawrence is the epitome of hard work and success. She consistently drives results with a caring, human-centered leadership approach and has been instrumental in helping launch the company’s mobile app and growing participation among its customer base. What project or innovation are you most looking forward to in 2025? “Our company is in the process of growing our foodservice division; therefore, I look forward to the changes we will be implementing companywide to offer our guests a consistent and reliable product as well as motivating our teams to strive for success in this area. …”

SCOTT LEFEVRE, 34

SVP and General Counsel

Company: Clipper Petroleum Inc. l Headquarters: Flowery Branch, Ga.

Number of Stores: 23 l C-Store Banner Name(s): Clipper

Years with the Company: 5

Scott LeFevre clerked for a superior court judge after attending law school. A couple of years later, an opportunity to join Clipper presented itself. LeFevre has been with Clipper since July 2019, and at the time, he was brand new to the petroleum marketer industry. He supports all facets of the business, including retail, wholesale and all the challenges commonly found in the business. LeFevre has played a critical role in Clipper’s wholesale division to collaborate with the sales team to develop profitable business contracts. He has played a large part in the company’s growth and acquisition initiatives with the development process of new projects and financing structures. He does everything possible to understand Clipper’s business objectives and support every business unit in the most effective way to minimize any risk. LeFevre is known for leading by example, listening to his team and sporting a calm demeanor, which makes him approachable. What is the biggest issue facing convenience stores today? “Rise in frivolous claims received on the store level.”

NATE LINCOLN, 32

Director of Operations

Company: Lincoln Farm and Home Service LLC

Headquarters: Glenwood, Iowa

Number of Stores: 3

C-Store Banner Name(s): Lincoln Farm and Home Years with the Company: 9

After graduating from Iowa State University, Nate Lincoln moved back to Glenwood, Iowa, to join the family business nine years ago. As a second-generation member of his family business, Lincoln Farm and Home Service LLC, Lincoln had been involved with the company from a young age and had the opportunity to learn every part of the c-store business. His colleagues noted that Lincoln is an ambitious c-store owner/ operator who leads by example and works hard to ensure his employees are trained correctly and knowledgeable in order to best serve customers. What project or innovation are you most looking forward to in 2025? “It will be fun to adopt new technology across our stores and dealer network to give our customers the best site experience in the industry.”

DYLAN LYON, 32

Director of Motor Fuels

Company: Clifford Fuel

Headquarters: Marcy, N.Y.

Number of Stores: 22

C-Store Banner Name(s): Cliff’s Local Market Years with the Company: 14

Dylan Lyon is the director of motor fuels at Clifford Fuel, which operates 22 locations and is headquartered in Marcy, N.Y. Lyon began working with Clifford Fuel right out of high school as a retail convenience associate while pursuing a degree in wildlife science. He eventually worked his way up to a store manager role after graduating with a bachelor’s degree from SUNY ESF (The State University of New York College of Environmental Science and Forestry). Over the following four years, Lyon went on to manage multiple locations across the company’s network before becoming a district manager, and eventually the director of motor fuels.

What is your favorite thing about your job/role? “It is with great pleasure that I am able to help and support individuals not only from our own stores, but our dealer network as well. With deep knowledge and expertise from both the fuel and retail perspectives of the convenience retail industry, I enjoy helping these businesses continually grow and progress.”

MORGANNE MANOUSE, 22

Retail Marketing Strategist

Company: High’s of Baltimore l Headquarters: Sparks-Glencoe, Md. Number of Stores: 52 l C-Store Banner Name(s): High’s Dairy Store Years with the Company: 1

Morganne Manouse is a retail marketing specialist at High’s of Baltimore, which operates 52 c-stores under the High’s Dairy Store banner. Manouse began her c-store career at the age of 15, when she got her first entry-level job at Cub Hill Marathon gas station. She continued to work at the Cub Hill Marathon in addition to holding various other jobs while she progressed through high school and college. She even ended up becoming a part owner of the gas station during her last year of college. The site was then acquired by Carroll Motor Fuels, which owns High’s of Baltimore, and Manouse began an internship with the company. In December 2023, Manouse graduated early from Notre Dame of Maryland University with a bachelor’s degree in business administration. Shortly after, she was hired by High’s as a retail marketing specialist. Colleagues have noted that Manouse shows immense talent, innovation and leadership in the marketing domain. What is your favorite thing about your job/role? “I learn something new every day.”

KJ MCCANN, 31

Digital and Loyalty Marketing Manager

Company: Road Ranger l Headquarters: Schaumburg, Ill. l Number of Stores: 54

C-Store Banner Name(s): Road Ranger l Years with the Company: 4

After college, KJ McCann began her career as a marketing manager at an ad agency in Chicago, where she sharpened her skills as a professional content creator, campaign manager and copywriter. McCann found satisfaction in transforming abstract ideas into tangible, impactful content. She was ultimately drawn to the digital and loyalty space, where she could transform consumer spending habits and trends into measurable returns on investment. As digital and loyalty marketing manager for Road Ranger, McCann combines her passion for design, campaign management and digital marketing with a deep commitment to making a positive difference. Colleagues noted she’s a “rock star” running a successful mobile app while simultaneously focusing on the needs of both professional drivers and regular motorists. What project or innovation are you most looking forward to in 2025?

“I’m most excited about the prospect of digital marketing and loyalty evolving in ways that are more personalized, immersive and consumer centric. By harnessing the latest technological advancements and prioritizing customer trust, the brands that thrive in 2025 will be those that are able to create truly meaningful, value-driven relationships with their most loyal fans, followers and advocates.”

ERIC MCCRUM, 35

Senior Manager of EV and Energy Programs

Company: Sheetz Inc. l Headquarters: Altoona, Pa.

Number of Stores: 752 l C-Store Banner Name(s): Sheetz

Years with the Company: 8

Eric McCrum drives the strategic development and implementation of electrification and energy transformation initiatives. He has held several energy-centric positions at Sheetz, with responsibilities including expansion of the company’s energy efficiency, energy procurement and sustainability programs. Under McCrum’s guidance, Sheetz became the first c-store chain to join the Department of Energy’s Better Buildings Challenge, committing to a 20% reduction in energy use over 10 years. Since joining in 2019, Sheetz achieved an 18% reduction across its store portfolio. This is a result of the projects McCrum and his team implemented to advance Sheetz’s energy efficiency and sustainability efforts. He has also shown visionary leadership in the electric vehicle charging space. Prior to joining Sheetz, McCrum spent five years at United States Steel as an operations manager in the industrial utility and power generation division. He earned his bachelor’s degree in electromechanical engineering technology from Penn State University. What is the biggest issue facing convenience stores today? “The convergence of convenience, grocery, mobility and other sectors presents both challenges and opportunities for the convenience industry to evolve in order to meet shifting consumer trends.”

DEREK MEDVED, 29

Owner

Company: KornerStores Inc. l Headquarters: Duluth, Minn. l Number of Stores: 9

C-Store Banner Name(s): Korner Store / Little Store l Years with the Company: 10

Derek Medved was raised by a single mother who taught him, “If you want something in life, you have to work really hard for it.” Taking her words to heart, he called the local convenience store owner when he was 14 years old to ask for odd jobs, and began cleaning the car wash after school until he was old enough to work behind the counter. After high school he left the industry. Not long after, the store closed and Medved saw an opportunity. He reached out to a bank and various vendors, put up his car and some raw land as collateral and was able to buy the location. He worked from 5 a.m. to midnight every single day because he was determined that failure wasn’t an option, and his business thrived. A few years later, he shifted his focus to growth and expansion, and he remains passionate about furthering both internal and external development. His colleagues noted that the amount of positivity Medved brings to the industry and his market is non-replicable and that he’s a true role model who has never been afraid to roll up his sleeves and get to work. What project or innovation are you most looking forward to in 2025? “I am particularly enthusiastic about mergers and acquisitions, while also prioritizing the enhancement and strengthening of our employee-owned and -operated model.”

RANDON MCNEIL, 33

Director of Digital Merchandising for 7-Eleven Company: 7-Eleven

Headquarters: Irving, Texas

Number of Stores: Over 13,000 in the U.S. and Canada C-Store Banner Name(s): 7-Eleven Inc., Speedway, Stripes

Years with the Company: 10

Randon McNeil began his c-store career with Speedway as a marketing analyst and quickly moved into category management. Speedway was acquired by 7-Eleven in 2021, and McNeil was promoted to category manager of ice cream and frozen treats. After eight-plus years in merchandising on a category management career path, McNeil decided he wanted to broaden his skillset and explore the world of e-commerce. He went on to become digital merchandising manager and then senior manager, digital merchandising and promotions. He was recently promoted to director of digital merchandising. His merchandising experience has allowed him to thrive in a fast-paced world where consumer packaged goods strategy meets digital customer experiences. He loves collaborating with his teammates, coworkers and vendor partners to bring campaigns to life. McNeil’s coworkers noted he exhibits exemplary leadership, outstanding skills and unwavering commitment to delivering exceptional results, and he has made significant contributions to the delivery merchandising division of 7-Eleven. Moreover, he has fostered a culture of mentorship and coaching among his peers. What project or innovation are you most looking forward to in 2025? “I am looking forward to continuing the development of the 7NOW bundle and promotional capabilities to offer relevant, personalized content and offers for our customers.”

TRENT MOORE, 34

Marketing Manager

Company: Yesway l Headquarters: Fort Worth, Texas

Number of Stores: 434 l C-Store Banner Name(s): Yesway, Allsup’s Years with the Company: 7

Trent Moore is the marketing manager for Fort Worth, Texasbased Yesway. Moore discovered his passion for the c-store industry when he was 18 when he began his career in the industry as an overnight assistant manager. He then worked his way up the ladder to become a general manager, district operations manager, trainer and eventually district operations leadership trainer. Moore’s experience led him to a position as a district manager for Yesway — a role he held for four years. He became Yesway’s marketing manager in 2021 and has led key projects since then, including launching Yesway’s e-commerce platforms and helping to implement an intranet system for the company. Moore is known for his passion for the Yesway brand and his hunger to learn and grow.

KOLE OLINGER, 34

Director of Merchandising

Company: ExtraMile Convenience Stores

Headquarters: Pleasanton, Calif.

Number of Stores: 1,104

C-Store Banner Name(s): ExtraMile Years with the Company: 4

What is your favorite thing about your job/role? “What I love most about marketing is bringing projects to life and making a meaningful impact on the company by driving sales, enhancing customer satisfaction and advancing the brand’s growth.”

DEEP PATEL, 23

CEO

Kole Olinger is the director of merchandising for Pleasanton, Calif.-based ExtraMile Convenience Stores, which operates 1,104 locations across the U.S. Olinger began his career in a category management role with an e-commerce supplement retailer. He then moved on to Jacksons Food Stores, where he held a variety of positions, including managing the candy and tobacco categories, as well as a stint as a district manager. Olinger’s prior experience with Jacksons has been vital, as ExtraMile was launched in 2018 as a joint venture between Jacksons and Chevron. Colleagues noted that Olinger boasts exceptional organizational skills, is extremely passionate about the c-store business and displays leadership skills far beyond his years.

What is your favorite thing about your job/role?

“The fast-paced culture and ambitious growth goals paired with working cross-functionally with so many internal and external partners to achieve our objectives.”

Company: GasWorld l Headquarters: Evans, Ga. l Number of Stores: 14 l C-Store Banner Name(s): GasWorld l Years with the Company: 4

Deep Patel has shown extraordinary leadership and innovation at GasWorld. At just 23 years old, he has already achieved remarkable professional milestones, colleagues noted. GasWorld, a family-run business started by Patel’s parents, began with a single Quick Stop location. Patel joined the family venture in 2019, playing a pivotal role in transforming and expanding the business into what it is today. As the chain grew, the family introduced the GasWorld name and united their chain of stores under the new brand. Patel was instrumental in helping the chain grow to 14 locations in only four years. Colleagues noted that his commitment to fostering inclusivity, his unwavering drive, and his ability to inspire and empower others sets him apart.

What is your favorite thing about your job/role? “My favorite thing about this position is finding talented workers and giving them an opportunity to move up and change their lives.”

JOHN RHINE, 38

VP of Financial Planning and Analysis

Company: Parker’s Kitchen l Headquarters: Savannah, Ga. l Number of Stores: 92

C-Store Banner Name(s): Parker’s Kitchen l Years with the Company: 5

Before joining Parker’s Kitchen, Rhine served as a squad leader in the U.S. Army’s 1st Ranger Battalion, a financial analyst at Gulfstream Aerospace and an investment banking analyst/advisor at Hancock Askew Advisors LLC. In January 2020, he accepted a position with Parker’s Kitchen to create and lead the company’s financial planning and analysis department, and he is responsible for building and optimizing corporate processes in areas including budgeting, forecasting, financial reporting and financial analytics. Rhine also created and led the procurement department, which generated over $8 million in annualized cost savings in 2024. He is responsible for the business intelligence department that helps the organization make sound data-driven strategic decisions. He helped the company secure a low-interest, unsyndicated $500 million loan to support one of the most aggressive organic growth strategies in the industry, followed by a $1 billion credit facility to support growth in the Southeast.

What is the biggest issue facing convenience stores today? “Finding new ways to continuously differentiate your offer to stay relevant in an ever-evolving competitive landscape, be it with new store formats, talent acquisition, promotions and pricing, customer service and innovative labor practices.”

PHILIP SANTINI, 38

Sr. Director of Advertising & Food Service

Company: Rutter’s l Headquarters: York, Pa. l Number of Stores: 88

C-Store Banner Name(s): Rutter’s l Years with the Company: 1

Philip Santini began his career in New York City, where he worked in the culinary and marketing fields for 11 years, including launching the quick-service restaurant (QSR) program at the Tin Building with Chef Jean-Georges Vongerichten and overseeing QSR operations at Eataly’s flagship location. In 2023, he joined Rutter’s as senior director of advertising & food service, where he now leads Rutter’s award-winning foodservice program and advertising efforts. His coworkers noted Santini has implemented several successful initiatives, including strategically merging the advertising and foodservice departments to foster seamless collaboration and streamline operations that resulted in more cohesive campaigns and improved brand consistency; expanded the menu to include diverse options; and rolled out age-restricted promotions and delivery services through Rutter’s proprietary app, among others.

What project or innovation are you most looking forward to in 2025? “I’m looking forward to seeing how upcoming projects in 2025 will push the boundaries of innovation and deliver even greater value to customers.”

CORY SCHAFFRANEK, 36

Sr. Manager, Operations Services & Transformation

Company: GetGo Cafe + Market l Headquarters: Pittsburgh Number of Stores: 270 l C-Store Banner Name(s): GetGo Cafe + Market Years with the Company: 16

Cory Schaffranek began his career with GetGo Cafe + Market in 2008 as a cashier and worked his way through the ranks to become a store leader. He then transitioned to roles in human resources and recruiting before returning to operations as an operations specialist, where he focused on communications, training and guest service. Currently, he serves as the senior manager of operations services and transformation, overseeing a team of seven senior specialists across the footprint. He spearheaded the successful deployment of Thrive, a transformative initiative that streamlined training and operations. Schaffranek and his team are dedicated to process simplification, project management and the development of GetGo’s training program. The comprehensive salesmanship training program is meant to empower store-level teams to increase sales and educate customers on the benefits of GetGo’s products.

What is the biggest issue facing convenience stores today? “I believe the biggest challenge facing the convenience store industry today is the imperative to create and deliver innovative training to stores that is accessible, fun and actionable to drive immediate learning and improvements for our frontline team members.”

ZEKE SCHERICH, 28

Director of Operations

Company: Scher-Cash Inc.

Headquarters: Martins Ferry, Ohio

Number of Stores: 23

C-Store Banner Name(s): CFM/CFM Express Years with the Company: 5

Zeke Scherich is a second-generation member of his family business, Scher-Cash Inc. He began working for the family business in high school during summer breaks and continued through college. Initially, he stocked shelves, cleaned, painted parking lot lines or did whatever needed to be done until he became old enough to run the register. The summer before his senior year at Ohio State, he became a corporate operations intern for Speedway in Columbus, Ohio. Following graduation, Scherich joined the district manager trainee program at Speedway and eventually became a district manager. He then decided to move back home and join the family business. He is now in charge of procurement, pricing, staffing and loyalty promotions for the company’s 23 stores.

What is the biggest issue facing convenience stores today? “Staffing and creating employee consistency.”

KATIE SCHRAD, 38

HR Manager

Company: Sapp Bros. Inc. l Headquarters: Omaha, Neb. l Number of Stores: 17

C-Store Banner Name(s): Sapp Bros. Travel Centers l Years with the Company: 5

After she graduated from college, Katie Schrad began her career in human resources (HR) with a major big-box retailer, where she spent the early years of her career developing a passion for building teams and processes. From there, she went on to work in talent acquisition in the healthcare industry. The combination of those two experiences helped prepare her for her transition into the fastpaced c-store/travel center industry. Schrad joined Sapp Bros. in a talent acquisition role five years ago and shortly after began leading the HR department and developing it into what it is today. Her coworkers noted that Sapp Bros. looks for “hungry, humble and smart” individuals and that Schrad exemplifies these characteristics. In a short time, she has built a high-performing people and culture team, creating systems and processes to attract and identify employees for the organization. What project or innovation are you most looking forward to in 2025? “Redefining our Safety and Risk Management Culture.”

AMRIT SINGH, 23

Director of Operations

Company: Center Market l Headquarters: Salem, Ore. l Number of Stores: 45

C-Store Banner Name(s): Center Market l Years with the Company: 9

Center Market, a family-owned business founded by Amrit Singh’s father, Bahadur “Vijay” Singh, has been an integral part of Singh’s life from a young age. He started his work at the company by helping with tasks like organizing products and assisting with groceries and deliveries. As he grew older, his responsibilities expanded, and he eventually learned to manage day-to-day operations. After high school, he devoted 100% of his time to managing and growing the business. In addition to successfully operating 40-plus stores, Singh manages and helps direct a non-profit hospital in India. What is the biggest issue facing convenience stores today? “The biggest issue facing convenience stores today is the rising competition from online retailers and delivery services, which challenges their foot traffic and profitability.”

COREY STUMP, 29

Category Manager/Regional Director

Company: double kwik l Headquarters: Whitesburg, Ky.

Number of Stores: 41 l C-Store Banner Name(s): double kwik

Years with the Company: 11

Corey Stump is the category manager and regional director of double kwik, a Whitesburg, Ky.-based chain of 41 stores. Stump’s career with the company began as an entry-level job when he was still in college. Over the course of 11 years, he has taken on a variety of roles, including store manager, regional director and category manager for center store and regional director of operations. Today, Stump enjoys fostering innovation within the company while building relationships with vendors, customers and team members. Colleagues have noted that Stump is engaged, eager to grow, professional and passionate about the convenience store industry.

What is your favorite thing about your job/role? “My favorite part of my role is fostering innovation while building strong relationships with vendors, customers and team members to drive continuous improvement and deliver exceptional results.”

AMANDA YAW, 38

Marketing Director

ALEXIS WOOD, 33

Foodservice Operations Manager

Company: Walters-Dimmick Petroleum Inc.

Headquarters: Marshall, Mich.

Number of Stores: Nearly 66

C-Store Banner Name(s): Johnny’s Markets

Years with the Company: 13

Alexis Wood is the foodservice operations manager at WaltersDimmick Petroleum Inc., a Marshall, Mich.-based chain of 66 stores. Wood began with the company 13 years ago as a Subway manager in one of the chain’s c-store locations. Over the next few years, she learned more about the foodservice business and was eventually promoted to foodservice area manager. She recently served as the project leader for Walters-Dimmick’s implementation of order ahead. Colleagues have noted that Wood has excellent leadership skills, patience, tenacity and passion for her work. To this day, Wood still enjoys helping her team grow and develop their professional careers. She is responsible for producing nearly half of the company’s current retail area manager staff. What is your favorite thing about your job/role? “My favorite thing about my job is helping my team grow and develop their professional careers in our company while making a positive impact on their lives.”

Company: Green Valley Grocery l Headquarters: Henderson, Nev. l Number of Stores: 81

C-Store Banner Name(s): Green Valley Grocery l Years with the Company: 1

Amanda Yaw’s career journey showcases her evolution from a creative designer to a strategic marketing leader. Starting as a graphic designer at companies like Zappos, she excelled in visual communication and led teams in creating impactful campaigns and brand guidelines. Her role expanded into strategic planning and leadership, driven by a passion for storytelling and innovation. Today, as the marketing director at Green Valley Grocery, Yaw is building a robust marketing strategy from the ground up, enhancing brand presence across 81-plus stores and spearheading the growth of The Grill food program as a key company offering. Yaw’s coworkers noted that her commitment, positive attitude, work ethic and exceptional skills have made a significant impact at Green Valley Grocery. What project or innovation are you most looking forward to in 2025? “I’m most excited about launching our new app to enhance customer engagement and streamline the shopping experience across all our locations.”

Changing Tides in Vape and Oral

As the vape category contends with illegal products, a shift toward disposables and 0% nicotine emerge as trends while modern oral volume grows in the c-store channel.

Erin Del Conte • Editor-in-Chief

As the industry looks ahead to 2025, c-store retailers may soon have further regulatory clarity as the Center for Tobacco Products continues to review premarket tobacco product applications (PMTAs) and ramps up enforcement efforts on illegal vape products.

Local and state level regulation is also expected to continue. David Spross, executive director of the National Association of Tobacco Out-

lets (NATO), predicted continued attempts to ban flavors at the state level, primarily in the Northeast and on the Pacific Coast.

“Increased excise taxes will also be considered in 10-15 states,” noted Spross.

With President-Elect Donald Trump heading back to the White House, some are hopeful for a more favorable regulatory environment for flavored

vapor products and nicotine pouches.

“During the campaign, PresidentElect Trump sent out a message that he would save flavored vapor like he did in 2019,” Spross said.

“More specifically from a federal regulatory standpoint, there is a likelihood that the environment will improve with more PMTA authorizations in the flavored vapor and nicotine pouch categories.”

CAPTURING ILLEGAL PRODUCTS

As 2024 drew to a close, sales of illegal vape products continued to skew the picture of the vape category overall.

Total U.S. vape shipments are estimated to be down 9-12% for 2024, according to distributor shipment data managed by Management Science Associates (MSA). The c-store channel specifically saw a decline in vape product sales over the past year, with cartridge volume down 12.4% and e-disposables dropping 10.3% for the 52 weeks ending Q3 2024 vs. the previous year, per MSA. Disposable e-cigs, however, saw large gains in the discount channel (up 34%) driven by dollar stores.

But Don Burke, senior vice president of MSA, noted it’s likely that disposable vape sales are actually growing across all classes of trade. He explained that the data may not capture the full picture, as some independent retailers are likely selling disposables that have been illegally imported from China. These products are not distributed through traditional distribution networks and are not carried by traditional c-store chains and therefore would not be reflected in the tracked data.

In June, the Department of Justice and the Food and Drug Administration (FDA) announced the creation of a federal multiagency task force to combat the illegal distribution and sale of e-cigarettes. In October, the FDA and Customs and Border Protection seized approximately 3 million unauthorized e-cigarette products — that had a combined $76 million in estimated retail value — according to NATO. The seizure came after months of investigating shipping invoices. The illegal products that were intercepted originated in China. NATO pointed out that most of the unauthorized e-cigarettes were intentionally declared as

Source: Distributor shipment data managed by Management Science Associates

items with no connection to vaping products to avoid detection.

“It is expected that FDA will continue to step up its enforcement efforts as part of the federal multijurisdictional task force,” Spross said. “This could result in further regulatory clarity by weeding out some of the illicit products.”

VAPE TRENDS EVOLVE

Meanwhile, regulations and increasingly health-conscious customers are impacting trends in the vape segment.

“It used to be that cartridges were the No. 1 seller in the convenience store channel,” Burke said. “Today, because disposables are legally allowed to have flavors, whereas cartridges cannot, the disposable manufacturers have gone to creating these very large disposable products that contain many thousands of puffs, so that while it’s a disposable, it actually lasts as long as several packs of cigarettes.”

As a result, there’s a trend toward former cartridge buyers converting to disposables.

Another emerging trend seen in the disposable segment is the rise of 0% nicotine, which is growing in popularity, Burke noted. MSA found

that 0% nicotine vapor grew by triple digits in Q3 2024 compared to a year ago, potentially driven by those looking to quit their nicotine habit.

“We do know that vapor items are often used as cessation devices and, in fact, have been seen to be more effective as cessation devices,” Burke said. “It could be that consumers that are choosing to try to quit their nicotine habit are at some point going to 0% nicotine, so they continue with the hand activity, the mouthfeel and that type of thing but are not getting nicotine.”

MODERN ORAL SOARS

As regulations continue to tighten and consumer preferences shift toward harm-reduction products, both modern oral and snus have emerged as notable players in the evolving nicotine landscape.

In positive news for the snus segment, in November, the FDA renewed modified risk granted orders for eight snus products from Swedish Match through 2032. The products receiving modified risk granted orders included: General Loose, General Dry Mint Portion Original Mini, General Portion Original Large, General Classic Blend Portion White Large-12ct, General Mint Portion

White Large, General Nordic Mint Portion White Large-12ct, General Portion White Large and General Wintergreen Portion White Large. The products can continue to be marketed using the risk claim: “Using General Snus instead of cigarettes puts you at a lower risk of mouth cancer, heart disease, lung cancer, stroke, emphysema and chronic bronchitis.”

This is the first time the FDA issued a renewal of modified risk granted orders. The agency can withdraw the orders if it determines that the products no longer “benefit the health of the population as a whole,” the FDA said in a statement. In the overall oral category that in-

cludes moist, snus and modern oral, wholesale shipments to retail are up a projected 9-11% for 2024, according to MSA. This growth is largely driven by modern oral products, as both moist and snus segments experienced declines.

“Modern oral, not containing tobacco, is a little bit easier to use in any kind of an environment where it would be frowned upon if someone were using tobacco,” Burke said.

Meanwhile, moist tobacco shipments are projected to be down 6-8% in 2024, per MSA.

“One of the big reasons for that is the impact of modern oral and how modern oral is cannibalizing on the moist product,” Burke said.

Indeed, modern oral shipments are estimated to see 50-60% growth in 2024. In Q3 2024, modern oral nicotine volume was up 11% in the convenience gas channel vs. Q2, per MSA. Sales of modern oral in the cstore channel are majorly outpacing modern oral sales in other channels, like tobacco outlets and drug stores.

“Right now, modern oral is very much a c-store product, and the other classes of trade have not caught up to the success of this item in c-stores,” Burke said. “When consumers look for a modern oral product, they go to the c-store.”

Same-store sales for modern oral nicotine also continue to grow, up 11.7% for the most recent quarter, Burke pointed out.

“What this is showing is that repeat purchase is becoming more important to the modern oral category, and it is not new consumers trying the items, but those consumers that have tried it are repurchasing,” Burke said.

Customer habits are also continuing to evolve. When customers were seeking a nicotine product in Q3, 34.5% of the time, they selected a non-combustible product, which is up 4.1 points compared to a year ago, Burke pointed out. What’s more, nearly 18% of the time, those nicotine shoppers choose a nontobacco product.

“So almost a fifth of the time when consumers choose to consume nicotine, they choose to use it with a product that does not contain tobacco, and that’s a pretty important finding,” Burke said.

Modern oral, which began as a very small category, has grown significantly, now far outpacing vape in terms of consumer units sold.

“It’s the third most popular or most-purchased item in all of the tobacco category and the only one that is growing (up 55% for Q3 2024 vs. a year ago, per MSA),” Burke revealed. CSD

Source: Distributor shipment data managed by Management Science Associates

The 2024 Pizza Power Report

Convenience store operators are changing how consumers view c-store foodservice through innovation, higher-quality ingredients and prices that make it difficult to go anywhere else.

Kevin McIntyre • Associate Editor, CStore Decisions

Rick Hynum • Editor-in-Chief, PMQ

Charlie Pogacar • Senior Editor, PMQ

As c-store retailers ramp up foodservice operations to go head to head with quick-service restaurants (QSRs), pizza is one segment where they are excelling.

In fact, 199 million servings of pizza were ordered from convenience stores in the 12 months ending August 2024, according to Circana CREST consumer survey data.

Although a noticeable gap remains between c-stores and QSRs when it comes to pizza sales, customers are seeing increased variety thanks to innovative limitedtime offers (LTOs), restaurant-quality ingredients and competitive pricing from c-store operators.

One retailer proven to be a formidable competitor is Ankeny, Iowa-based Casey’s, which operates nearly 2,900 locations across the U.S. Casey’s has long touted the title of the fifth-largest pizza chain in the country.

The retailer’s pizza program launched in 1985 in Waukee, Iowa. Since then, each Casey’s pizza has been made with fresh ingredients, including 100% real mozzarella cheese, hand-cut veggies and made-fromscratch dough. And the effort shows — this past year, Casey’s customers bought more than 45 million pizzas.

“This isn’t gas station pizza — it’s restaurant-quality food from a gas station,” said Brad Haga, senior vice president of prepared food and dispensed beverages at Casey’s. “As the fifth-largest pizza chain in the U.S., it’s not crazy to think you can get handmade, delicious pizza from a convenience store.”

Haga sees the convenience store setting as a plus when it comes to competing with QSRs, noting that c-stores simply have more in-store options for their customers. If you can provide a quality pizza product to

get customers through the doors, the in-store potential is immense.

“While pizza is our crown jewel, we think it’s extremely important to be continuously thinking about what our guests want to accompany their pizza — whether that’s something like our new loaded breadsticks or the fact that Casey’s is the only leading pizza chain in the country where you can also purchase a wide variety of beer, wine and liquor options, including over 200 beer options, to pair with your pizza,” said Haga.

This sentiment earned the retailer the title of “The Official Pizza and Beer Headquarters.”

“Casey’s is so much more than a convenience store, because we have a special place in the community to be the pizza restaurant, coffee shop and so much more,” Haga continued.

PROVEN POTENTIAL

Customer feedback about Casey’s pizza has been overwhelmingly positive, as evidenced by its loyal repeat customers across the U.S. As the c-store chain continues to expand to new markets, the reception remains the same.

“The potential is proven by what we see from our customers who keep coming back. As we continue to expand, innovate and launch new limited-time pizza offerings, we’ve seen the fan base for our pizza grow exponentially across ‘Casey’s Country’ and in new markets as we continue to expand our footprint,” said Haga.

These LTOs and specialty pizzas are where Casey’s shines. Known for its breakfast pizza, as well as unique offerings like the taco pizza, the retailer keeps a close eye on flavor trends to determine the best offerings.

The Competition: QSRs and The Pizza Wars

Don’t let anyone tell you there’s too much pizza out there. Looking back at 2024 shows us that the field is still wide open — perhaps more than ever — for pizzeria owners, pizza chefs and c-store retailers with pizza programs.

Granted, an IBISWorld report, released in September, found that pizza restaurant revenue has been falling at a compound annual growth rate of 2.4% over the past five years. However, the report estimated a 1.4% increase in 2024, which should see overall revenue reaching $50.1 billion.

Despite a fairly robust economy overall, many American diners still had the inflation jitters and couldn’t be persuaded to loosen their wallets this year. Domino’s, the world’s top pizza chain, saw that coming and had a plan in place called Hungry for MORE. And to

Weiner said the company launched Hungry for MORE in December 2023 fully expecting that “consumer spending would be pressured in 2024 and that the QSRs that offered the strongest value would win. That proved to be right, and … leaning into our strategic pillar of renowned value has been key to our success in 2024, especially in the U.S.”

Never mind the “burger wars,” Weiner added. “I think we’re in the pizza wars right now, and, again, clearly we are winning that.” To keep up, he added, other pizza companies will have to “continue to lean into value.”

Just a week into October, Domino’s resurrected its Emergency Pizza plan; with a qualifying digital-only order of $7.99, Domino’s Rewards members received an offer for a free medium two-topping pizza to redeem whenever they needed it most. And that was just the latest value offer from the chain. It started in late January with a weeklong digital-only special featuring large two-topping pizzas for $6.99 each, a deal that resurfaced as a carryout offer in mid-August. In March, June and October, Domino’s marked down all menu-priced pizzas by 50% for a week.

There were other deals from Domino’s, too — but suffice it to say that the chain has seen four straight quarters of same-store sales growth since Hungry for MORE’s debut.

Other pizza chains fought the value wars with less fervor. In August, Donatos debuted its Bakery Crust Pizza hicker and cut into squares — aimed at budget-conscious families. That same month, Cicis Pizza rolled out a three-month all-

you-can-eat buffet deal on Mondays and Tuesdays for $4.99. Take-andbake leader Papa Murphy’s joined the fray in September, introducing the Everyday Value menu with three large pizzas starting at $7.99 apiece. And MOD Pizza, after flirting briefly with bankruptcy and getting acquired by Elite Restaurant Group, came out with its Unlimited Toppings, One Price menu structure.

Of course, the QSR value wars extended to all fronts, not just pizza — from Taco Bell’s new Craving Values menu to McDonald’s $5 value meal and Burger King’s $5 Duo deal. But, aside from Domino’s, there were few clear winners overall. According to an October report from Black Box Intelligence, QSRs saw a decline of 2.2% in same-store traffic in June, 3.4% in July, 4% in August and 2.5% in September, not to mention a drop in same-stores sales in June and July, although those sales went up by 0.8% in September.

At Domino’s, however, Weiner sounded the bugle for victory — for now, anyway. His brand reported same-store sales growth of 3% in the third quarter of 2024 and a 5.1% increase in global retail sales. “With the slate of initiatives we’ve got out in front of us, I continue to believe that we will deliver U.S. same-store sales growth of 3% or more annually,” Weiner told investors. “And that’s why I expect Domino’s to continue to drive additional market share gain.”

Looking to 2025, the pizza wars are set to continue, and c-stores are prepared to compete and already well positioned on the value front.

“Competition is fierce, as opening a new pizza restaurant is fairly inexpensive, and demand for pizza is somewhat evergreen,” IBISWorld noted. “Successful restaurants must ensure they carve a niche for themselves in the crowded market.”

“We are always experimenting to ensure our guests get the unique flavors they crave. Over the years, we’ve been known to offer a variety of limited-edition pies to keep our loyal fans guessing — including our latest, the Jalapeño Popper Pizza,” he continued.

Casey’s also offers crowd pleasers and kid favorites like cheese and pepperoni, but innovation is what sets the chain apart. Most of the company’s efforts are put into elevating menu offerings based on customer requests, as well as bolstering offers available exclusively at Casey’s.

The retailer is always looking for unique topping combinations, flavor profiles and LTOs that can make it stand out from the competition.

“Because we aim to serve every guest with the flavors they crave, we offer a wide variety of pizza toppings and continually explore new ideas for fresh, unique topping combinations to add to each slice,” Haga continued.

Casey’s is helping to change the reputation of “gas station pizza” with its restaurant-quality offerings and chef-designed foodservice program. The chain has proven that operating from a c-store is not a crutch, but an advantage.

“One thing that truly separates Casey’s is the convenience of ordering handmade pizza and other freshly

prepared menu items from a place where you can also buy fuel, groceries, snacks, beer or other alcoholic beverages,” said Haga. “We own the fact that Casey’s is a gas station, but that category doesn’t limit our locations from also serving craveable menu items, creating high-quality products and launching unexpected food innovations.”

QUALITY AT SCALE

Casey’s isn’t the only convenience store giant seeing success from pizza — Irving, Texas-based 7-Eleven has been cooking up pies since 2008, when it initially launched its hot food program. Since then, the retailer has greatly expanded its offerings to align with changing flavor trends and customer preferences.

“Our pizza platform has evolved over time to meet the ever-changing needs of our customers,” said Justin Whittaker, senior category manager of pizza for 7-Eleven. “From serving personal-sized pizzas to pizza by the slice to whole pizza, we continue to grow our offerings based on what our customers want and expect.”

7-Eleven offers pizza at its locations 24/7. Whittaker noted that this availability provides customers with peace of mind, knowing they can reliably stop into a 7-Eleven at any time and leave with a warm slice.

THE ROOT OF YOUR SUCCESS

is an integral part of your business. Choose a partner whose products enable you to grow your profitability.

“In today’s fast-paced world, the traditional 9-to-5 lifestyle is becoming less common, and so are conventional mealtimes,” Whittaker said. “More people are working irregular hours, including night shifts and early mornings. This shift has created a growing demand for more flexible dining options that cater to these varied schedules.”

Another way the retailer taps into this on-the-go lifestyle is by providing the option of pizza by the slice, which offers a quick and easy solution for any daypart.

PROPRIETARY PROCESS

7-Eleven’s pizzas are all baked in-store, 365 days a year The pizzas are made from high-quality ingredients — the cheese is a blend of mozzarella, parmesan and provolone cheese, while the sauce is made with fresh tomatoes and seasoned with Italian herbs, garlic, salt and pepper.

Those quality ingredients extend to the retailer’s popular LTOs, which are constantly evolving while maintaining the signature 7-Eleven feel.

“Our commitment to quality and variety ensures that whether you’re a traditionalist who savors the simplicity of a cheese pizza or an adventurer, we have something to satisfy our customers’ cravings,” said Whittaker. “From our classic cheese pizza and extreme meat pizza to the innovative stuffed handheld and personal-sized pizza options, our offerings cater to all tastes and preferences.”

The retailer’s latest LTOs include a stuffed pepperoni pizza and a breakfast pizza, with new flavors being tested and considered as the program continues to grow.

The system, according to Whittaker, is working — pizza is one of 7-Eleven’s fastest growing categories. Aside from offering a quality product, some of the success can also be attributed to the price.

“Given the challenging economic climate and inflation-

ary pressures customers are facing in the U.S., our pizza varieties are a huge differentiator for us to deliver on customers’ quality and value needs,” he said. “We focus on providing quality as good or better than national brands at a better retail price for the customer.”

7-Eleven is yet another case of c-store foodservice that demonstrates that quality and scale are not mutually exclusive. At 84,000 stores around the globe — 13,000 in the U.S. — the retailer still maintains its commitment to quality and customer satisfaction.

BUSINESS WITH BRANDED

The c-store powerhouses like Casey’s and 7-Eleven, however, are not wholly representative of the industry. Most c-stores operate on a smaller scale and without the same resources, but that doesn’t mean they have to miss out on all the pizza potential.

Fischer’s Neighborhood Market, which operates 32 stores in the U.S., took a different approach by partnering with Hunt Brothers Pizza to bring high-quality pizza to customers.

“Fischer’s first partnered with Hunt Brothers Pizza over 15 years ago, seeing the opportunity to bring fresh, highquality pizza to our customers with the convenience they expect,” said Zain Bidiwala, senior marketing and brand leader for Fischer’s. “Since then, it’s been a fantastic addition to our stores, delivering both customer satisfaction and operational ease.

The retailer currently offers the pizza program at 13 of its Fischer’s Neighborhood Market, Fischer’s Market Express, Mini Mart and Pit Stop Food Mart locations. The program has steadily expanded over the years, Bidiwala noted, as Fischer’s has seen strong demand from customers across its footprint.

Since implementing the program, in-store traffic has increased heavily, especially during lunch and dinner hours. Not only has it boosted in-store sales, but it has also improved food sales in general, creating more consistent traffic throughout the day.

ADVANTAGES OF PARTNERING

Deciding to partner for a foodservice program comes with a unique set of advantages — for one, retailers can inherit an already proven and established brand, as well as its training practices. At Fischer’s, Bidiwala noted that Hunt Brothers provides a comprehensive training program and works closely with employees to ensure they are prepared.

“Training covers everything from pizza preparation to handling customer requests efficiently,” he said. “The process is designed to be straightforward, with the pizzas baking in approximately 10-15 minutes, making it an ideal quick-service option for our customers.”

The pizza lineup at Fischer’s includes classic options like pepperoni, sausage and cheese, in addition to

numerous specialty options and customizable mix-andmatch toppings — customers are given plenty of flexibility for their orders.

Bidiwala noted that partnering with an established brand helps customers “know they’re getting a consistent, quality product.”

As the c-store retailer’s partnership with Hunt Brothers Pizza continues to expand, Fischer’s continues to look at different ways to enhance the customer experience, Bidiwala added.

“We are focusing on promoting Hunt Brother’s menu items on our social media pages more heavily,” he said. “Being that it’s such an accessible brand, there’s a lot of fun that can be had entertaining, educating and engaging our audience via our shared love for pizza, without always pushing the ‘hard sell.’”

While Fischer’s approach differs from those of Casey’s and 7-Eleven, the results are just as clear — consumers are demanding more from convenience stores when it comes to pizza offerings, and the industry is positioned to deliver. CSD

Hot Dispensed: From Drip to Decadent

Hot dispensed beverage preferences vary widely, with specialty coffee gaining traction among consumers while traditional coffee continues to maintain a strong following.

Emily Boes • Senior Editor

The coffee category at c-stores has seen rapid innovation over the last few years, with specialty and readyto-drink coffees growing in popularity. This doesn’t mean, however, that traditional drip coffee is no longer a category boost.

At Army & Air Force Exchange Service (AAFES), for instance, traditional hot coffee is still a main traffic driver, noted Allison Jones, exchange buyer III, AAFES, which operates more than 300 Express stores worldwide. That said, “trendy

coffees and more advanced machines are an important part of the segment,” Jones added.

Thirty-three percent of Americans bought a coffee from a c-store/gas station in the past month, according to the National Coffee Association

when a coffee to go becomes an experience that stays.

Research shows that 75% of consumers have tried self-serve beverages, including coffee, and plan to do so again, while 64% believe that convenience store coffee matches café quality. As consumers increasingly rely on c-stores for high-quality coffee and specialty drinks, an exceptional self-service coffee program isn’t just a bonus—it’s essential. With customer expectations evolving, is your coffee program delivering the quality that keeps them coming back?

The award-winning A800 Fresh Brew is a bean-to-cup solution designed to brew every cup of coffee fresh to order, meaning better taste and less waste. It’s capable of crafting delicious hot and iced coffees on demand. Each cup is ground fresh from a choice of three unique bean types— so you can delight your customers with their favorite blend every time.

A800 Fresh Brew

Specialty Coffee Trends Up

The most popular espresso-based beverages according to the National Coffee Association are:

Source: National Coffee Association, “National Coffee Data Trends Fall 2024,” Americans’ aged 18-plus past-week beverages

(NCA), and among these shoppers, younger consumers purchased the most coffee from c-stores.

“Overall, U.S. consumers spend $7.4 billion on coffee in convenience stores annually and $110 billion on coffee and related goods across all venues,” said NCA President and CEO William “Bill” Murray.

WINNING WITH VARIETY

In general, consumers are drinking more specialty coffee (45%) than traditional coffee (38%) for the first

time, Murray noted, with the category experiencing a 13-year high.

Ninety-six percent of Americans who bought coffee at a c-store/ gas station in the past week also had a specialty coffee in the past week, NCA found. Murray believes younger adults drive these sales.

Additionally, 89% of those who bought a coffee at a c-store/gas station in the past week also had a traditional coffee in the past week.

Advice for retailers, it seems, is to stock variety — experiment with

specialty beverages, but keep traditional coffee well stocked.

AAFES does just that, and the chain is seeing notable growth in hot coffee sales. Its coffee program includes both drip machines and bean-to-cup.

Jones has seen a continual market shift to bean-to-cup machines, since “customers are willing to wait to get a better-tasting cup of coffee that they can get from freshly ground beans.”

AAFES offers hot and cold options such as lattes, cold brews, iced coffee and nitro. It also provides bulkdispensed and portion-controlled creamers in many flavors.

Additionally, AAFES’ hot dispensed options include an assortment of hot tea, with some locations offering hot chocolate.

Twice Daily, with 82 convenience stores in Tennessee, Alabama and Kentucky, has also found success with bean-to-cup machines.

The chain’s hot dispensed program offers drip coffee in seasonal flavors; cappuccinos; hot tea; and a variety of creamers, including milk alternatives, as well.

Twenty-one Twice Daily stores are integrated with parent company Tri Star Energy’s White Bison

The Army and Air Force Exchange Service includes drip machines and bean-to-cup in its coffee program, offering hot and cold options, including hot tea and, in some locations, hot chocolate.

Coffee. Full-service and barista-led, White Bison features drip coffee, espresso-based beverages, blended frappes and smoothies, singleorigin pour-overs, hot and iced tea, and lemonades.

“With 81% of consumers still opting to enjoy their coffee at home, it’s essential for convenience stores to provide a wide variety of customizable options,” noted Murray. “That way, customers can enjoy their coffee out of home just the way they like it at home.”

Only 13% of past-day coffee drinkers enjoy their coffee black, according to NCA’s latest coffee trends report. Sixty-two percent added a whitener such as milk, oat milk, creamer, etc., and 54% opted to mix in a sweetener or syrup.

Dawn Boulanger, VP of marketing, Tri Star Energy, agreed that products that lend themselves to customization are gaining traction, in addition to the hot-coffee-adjacent iced coffees. Currently, the company offers iced coffee through bean-to-cup, though Twice Daily is working on a new program for the beverage.

SEASONAL TRENDS

Hot coffee is typically more popular in the winter months, Murray

explained. “Our spring 2024 coffee trends report found that 80% of past-day coffee drinkers had their coffee hot — up 7% from the previous summer.”

Twice Daily usually features coffee with pastries in the winter and provides a discounted offer through its mobile app and loyalty program.

Boulanger added that customers tend to enjoy seasonal flavors for coffee and creamers. “White Bison typically runs five to six seasonal promotions a year. The typical fall and holiday flavors exist, but other seasons allow us to promote new, on-trend flavors.”

Twice Daily’s cappuccino machines

FAST FACTS:

At Twice Daily, customers can purchase drip coffee in seasonal flavors, cappuccinos and hot tea. The chain also provides a variety of creamers, including milk alternatives.

also provide hot tea and hot chocolate as seasonal offers.

At AAFES, hot coffee is popular year-round. Here, many customers choose seasonal coffees and creamers, and AAFES offers meal deals with Premium Java the entire year.

“Express stores offer pumpkin spice beginning in August and typically feature a fourth-quarter limited-time offer (LTO). This year, Black Rifle Coffee Co. Liberty roast is being offered through the holidays and into 2025. Seasonal creamers such as pumpkin and peppermint are offered too. LTOs for 2025 (were being planned in late October),” said Jones.

Looking ahead, AAFES and Twice Daily plan to stay informed of trends and new innovations while continuously improving their programs.

“Our polling found that 51% of Americans believe coffee is good for their health,” said Murray. “With continuing attention to wellness and a growing body of research, I think it’s safe to say America’s love affair with coffee looks set to continue.”CSD

• U.S. consumers spend $7.4 billion on coffee in convenience stores annually, according to the National Coffee Association.

• Many consumers prefer bean-to-cup coffee for its freshness, although drip coffee is still widely appealing.

• Specialty coffee is growing in popularity, likely driven by younger adults.

• Sixty-two percent of past-day coffee drinkers added a whitener, and 54% mixed in a sweetener or syrup, according to the National Coffee Association.

WHERE CONVENIENCE MEETS COLLABORATION

Partner Plus+ is an exclusive 1-on-1 meeting program at CStore Connections, pairing retailers and suppliers based on business needs to foster meaningful, productive connections. Each 15-minute meeting is crafted to drive collaboration and build relationships that propel your business forward.

Retailer Benefits

• Maximized ROI: Full refund of registration fees paid to attend CStore Connections.*

• Tailored Agenda: Pre-arranged, relevant supplier meetings.

• Invitation-Only Access: High-value conversations focusing on growth.

* Refund provided after successful completion of scheduled meetings and excludes fees paid for pre-conference add-ons.

Supplier Benefits

• Focused Engagement: Meet retailers seeking your solutions.

• Long-Term Potential: Build lasting business connections.

• Exclusive Exposure: Be a leader in the convenience store industry.

Program Details

• Retailer Invitations: Based on needs and availability.

• Commitment Required: Retailers must register and attend all meetings, with up to two participants per company.

Mark Your Calendar

• Invitations Sent: January 2025

• Meeting Days: March 10-11, 2025

Don’t miss this chance to make meaningful connections at CStore Connections. Invitation-only, limited availability.

RETAILERS: Request your Partner Plus+ invitation here

PRODUCT Showcase

AI-Based Checkout Formats

Digit7 is a Texas-based innovation company transforming industries with advanced artificial intelligence (AI)-powered automation solutions. Specializing in frictionless self-checkout, autonomous store solutions, smart shelf technology and AI-driven data annotation, Digit7 caters to diverse sectors including retail, hospitality, hospitals and stadiums. Its flagship solutions, DigitMart and DigitKart, streamline operations, enhance customer experiences, and improve accuracy and efficiency, enabling businesses to thrive in competitive markets. With cuttingedge technology and a commitment to excellence, Digit7 empowers organizations to achieve higher productivity, reduced costs and exceptional customer satisfaction.

Digit7

www.digit7.ai

Dual-Flavored Nuts

Duo your snack aisle right with PLANTERS Nut Duos — winners of the Salty Snacks Gold Award in the CSD Magazine 2024 Hot New Products Contest. Made with combinations of nuts and flavors, like Ranch Almonds & Buffalo Cashews, Peppercorn Pistachios & Parmesan Cashews, and Cocoa Cashews & Espresso Hazelnuts, these award winners were crafted to meet shoppers’ demand for unique snacks. Operators who are interested in stocking these nuts can choose from five-ounce and two-ounce packages.

Hormel Foods LLC www.hormelfoodservice.com

Tobacco Pricing Solution

Clear Demand’s Tobacco Pricing solution optimizes tobacco pricing, increasing proficiency and profitability through automation and artificial intelligence. The solution fine-tunes prices based on local market conditions, customer behavior and retailer objectives, utilizing an extensive rules engine, advanced forecasting and data analytics. It seamlessly integrates with manufacturers’ and retailers’ systems, helping retailers maximize buydowns while complying with government regulations. In addition to cigarette pricing, it supports other tobacco products such as cigars, oral nicotine, vaping products and smokeless tobacco, allowing retailers to stay competitive in a contracting but strategic category.

Clear Demand www.cleardemand.com

Mate Tea Pre-Rolled Cones

Pack in the profits with all-new High Tea Cones. These prerolled king-sized cones are a consumer favorite — crafted from cacao, mate tea and chamomile. With four cones per pouch and available in two enticing styles — Best Selling Royal Sweet & Unflavored Original — you’re not just stocking another product; you’re bringing in a sought-after brand that stands out in today’s culture-infused marketplace. They are crafted for consumer appeal and profit with strong national and regional marketing support.

Kretek International www.kretek.com

CStoreMomentum is an exclusive event tailored for young leaders in the dynamic world of convenience retail. This unique gathering is a transformative experience designed to propel emerging leaders to new heights of excellence. Immerse yourself in engaging sessions, interactive workshops, and networking opportunities that will not only expand your industry knowledge but also cultivate the skills needed to thrive in a fast-paced environment. CStoreMomentum is more than just an event; it’s a catalyst for personal and professional acceleration, where young leaders converge to shape the future of convenience retail. To learn more or to check your membership status, please contact NAG Executive Director Allison Dean | adean@wtwhmedia.com. cstoremomentum.com

IndustryPerspective

2025 Future Tech Outlook

While c-store operators prepare for the year ahead, it’s important they keep tabs on how technology is set to evolve in 2025.

As the c-store industry soon looks to ring in the new year, retailers must consider the technology trends and advancements that lie ahead. From artificial intelligence (AI) and automation to frictionless checkout and more, c-store operators are strategizing for their stores.

CStore Decisions checked in with Mike Templeton, VP of digital strategy, NexChapter, to get his take on the trajectory of c-store technology.

CStore Decisions (CSD): What do you think are the major tech trends c-store retailers should watch for going into 2025?

Mike Templeton (MT): As we near in on five years since the onset of the pandemic, technology adoption seems to have settled back into much more sustainable levels of demand. However, technology investments continue to be at the top of leaders’ lists. First, I foresee convenience retailers leaning into loyalty even more heavily. With the uncertainty in the economy and the constant pressure of rising costs, consumers will be looking for value wherever they can. Retailers will likely get more serious about recruiting customers into their digital platforms so they can manage toward increasing customer lifetime value. Second is personalization. The capability is still not widely adopted yet, but a retailer’s ability to

understand customer behavior and react with individualized incentives and promotions is what consumers are demanding.

CSD: Are there any specific tech innovations in the c-store channel that you predict will emerge in 2025 and the near future?

MT: Fervor for retail media continues to build in this channel. A retail media network is a retailer advertising platform that allows partners to leverage a retailer’s first-party data to engage customers with targeted advertising. Interest in these networks is influenced by growing businesses at mass merchandise and grocery (stores) that are driving alternative revenue streams and profits for other retailers. Retail media is dependent on digital platforms and the customer data they generate, so previous investments in loyalty, digital experiences and in-store technology may see even greater returns as retailers power up new programs.

CSD: With AI such a hot topic, how can convenience store retailers integrate it into their operations in the year ahead?

MT: Artificial intelligence continues to dominate technology news cycles. Companies in every category will likely continue announcing AIpowered versions of their software. Retailers must dive beyond the

headlines to understand what they’re getting (or not). Rather than pursue AI on its own, retailers should spend time talking with existing partners about ways to leverage machine learning and advanced functions within the toolsets they already own.

CSD: How would you advise small to mid-sized chains evaluate their technology strategy going forward?

MT: Regardless of a chain’s size or scale, mobile devices are the way to consumers’ wallets. Whether it’s a mobile app, tap to pay or even finding driving directions — retailers must think mobile-first as they court new customers and work to keep the ones they have. Retailers ought to identify who they are seeking to serve, understand what is most important to that customer group and then prioritize their technology investments accordingly.

CSD: How do you see upcoming technological advances shaping the customer experience in 2025?

MT: As systems become more interconnected and AI helps embolden the human operators of marketing technologies, convenience should be capable of reaching new levels of frictionlessness. These technological advancements, combined with ever-rising consumer expectations, will leave little room for error in the modern customer experience.

Emily Boes • Senior Editor

Mike Templeton

Premier Manufacturing is excited to introduce NIC-S®. Premium tobacco-free nicotine pouches backed by extensive scientific research, made with pharmaceutical grade nicotine, and is setting a higher standard for nicotine pouches.

PHARMACEUTICAL GRADE NICOTINE

6 FLAVOR PROFILES WITH 3 STRENGTHS (3MG, 6MG, AND 9MG)

EXTENDED NICOTINE RELEASE

LONG LASTING FLAVOR

PREMIUM SOFT POUCHES

NIC-S® Born in Sweden

A SMOKE FOR ANY SESH

Stock your shelves with the full lineup of brands from Swisher Sweets, so when your customers are ready for a refreshing smoke, you're ready for them.

For more information, contact your Swisher Sweets representative: Phone: 800-874-9720 • Email: customerservice@swisher.com