CGA Buyers' Guide 2022-2023

BUYERS’ GUIDE 2022–2023

CGA | BOARD OF DIRECTORS

EXECUTIVE COMMITTEE

CHAIR APPOINTMENTS Independent Operators Committee Chair DIRECTORS

Chair Renee Amen Super A Foods, Inc.

First Vice Chair Dennis Darling Foods Etc.

Secretary Steve Dietz United Natural Foods, Inc.

Immediate Past Chair Hee-Sook Nelson Gelson’s Markets

First Vice Chair Lynn Melillo Bristol Farms

Treasurer

Denny Belcastro Kimberly-Clark Corporation

Michel LeClerc North State Grocery Co..

Hillen Lee Procter & Gamble

Joe Angulo Bodega Latina Inc.

Saj Khan Nugget Markets

Andrew Nodes Instacart

Greg Sheldon Anheuser-Busch InBev

Elaina Budge Costco Wholesale (Bay Area)

Tyler Kidd Mar-Val Food Stores, Inc.

Bethany Pautsch Tyson Foods, Inc.

Scott Silverman KeHE Distributors, LLC

Pamela Burke Grocery Outlet, Inc.

Nancy Krystal Jelly Belly Candy Co.

Eric Pearlman C&S Wholesale Grocers

Jonson Chen 99 Ranch

Brandon Lombardi Sprouts Farmers Markets

Willie Crocker Bimbo Bakeries USA

John Mastropaolo Chobani, Inc.

Subriana Pierce Navigator Sales and Marketing

Donna Simpson Certified Federal Credit Union

Jake Fermanian Super King Markets

Kelli McGannon The Kroger Company

Damon Franzia Classic Wines of California

Doug Minor Numero Uno Market, Inc.

Jon Giannini Nutrition Fundamental

Mike Moliner Food 4 Less (Stockton)/ Rancho San Miguel Markets

Elliott Stone Mollie Stone’s Markets

Sergio Gonzalez Northgate Gonzalez Markets Bryan Jankans Mondelēz International Inc. Mary Kasper 99 Cents Only Stores

David Moore E. & J. Gallo Winery Joe Mueller Kellogg Company

Jaclyn Rosenberg NielsenIQ Jeanne-ette Ryan Molson Coors Beverage Company Jeff Schmiege Unilever Karl Schroeder Albertsons, LLC Jeff Severns PepsiCo Beverages North America

Diane Snyder Whole Foods Market – Southern Pacific Region Josh Southerland Reyes Coca-Cola Bottling LLC Rick Stewart Susanville Supermarket IGA Joe Toscano Nestlé Purina PetCare Richard Wardwell Superior Grocers Karl Wissmann C & K Market, Inc.

CONTENTS | BUYERS’ GUIDE 2022 – 2023

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MEET THE TEAM For over 120 years, the California Grocers Association has served the needs of the Golden State’s grocery community.

BUYERS’ GUIDE

GROCERS’ BIG PLANS

2022–2023

by Jessica Love

s the demand for in-person shopping returned, A grocers emerged from the pandemic with a new approach to brick-and-mortar.

16

BIRDS OF A FEATHER

by Grace Becker

hether on stage at the CGA Strategic W Conference Emerging Brands Pitch Contest, or mentoring upcoming industry members, for Lori Brown and Subriana Pierce, serving others is a focus of their friendship.

Retailer Calling List. . . . . . . . . . . . . . . . . A–1 Wholesaler Calling List. . . . . . . . . . . . . A–69 Product Listing.. . . . . . . . . . . . . . . . . . . A–73

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THE RISING STARS OF CALIFORNIA’S GROCERY COMMUNITY by Nate Rose

Supplier Calling List. . . . . . . . . . . . . . . A–79

Meet some of the best and brightest talents in California’s diverse grocery community, from multi-generation grocers to those new to the California market.

CALIFORNIA GROCERS ASSOCIATION

President/CEO Ronald Fong Senior Vice President Marketing & Business Development Doug Scholz Vice President Government Relations Kelly Ash Senior Director Events & Sponsorship Beth Wright Senior Director Communications Nate Rose

Director State Government Relations Leticia Garcia Director Local Government Relations Tim James Director CGA Educational Foundation Brianne Page Director Administration & Human Resources Jennifer Gold Controller Ion Bazgan

California Grocer is the official publication of the California Grocers Association.

1005 12th Street, Suite 200 Sacramento, CA 95814 (916) 448-3545 (916) 448-2793 Fax cagrocers.com For association members, subscription is included in membership dues.

Subscription rate for non-members is $100.

Publisher Ronald Fong rfong@cagrocers.com Editor Nate Rose nrose@cagrocers.com Assistant Editor Grace Becker gbecker@cagrocers.com For advertising information contact: Bailey Dayen bdayen@cagrocers.com

© 2022 California Grocers Association

C G A BUYERS’ GUIDE |

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PET SPECIALTY

SUPPLIER PERSPECTIVES

Winning in E-Commerce: Top Tips to Make the Sale with Pet Owners E-commerce – it’s not so much a trend as it is a new way of life for an increasing number of pet owners.

The growth of e-commerce has been steadily gaining momentum, in particular over the last two years. As a result, there has been a shift toward behaviors that reduce the number of trips to a brick and mortar store. The pet care industry is moving faster than ever to meet pet owners’ needs in this evolving landscape.

Pet owners who shop both online and in brick and mortar stores spend 50% more than pet owners who only shop in brick and mortar stores.* The growth of this channel paired with the growth of the pet category presents a big opportunity for brick and mortar retailers with an online presence. However, many shoppers are not choosing their store-based retailer for their e-commerce needs.

“Driving awareness of your online pet solutions is important in navigating this competitive space,” said Joe Toscano, VP of Sales at Nestlé Purina. “Fortunately, there are some simple yet effective ways to meet your pet shoppers’ needs and promote customer loyalty.”

Consider the following tips when planning your e-commerce strategy: • Meet pet owners when and where they choose to shop. Offering a variety of fulfillment options is key.

An effective e-commerce strategy should have an omni-channel fulfillment model that includes ship to home, BOPIS (buy online, pick up instore) and curbside pickup. *Source: Nielsen Homescan Panel Custom Crosstab 52wks ending 8/13/2022

• Promote your platform. Storebased retailers have the unique opportunity to meet shoppers when and where they choose to shop. Share with them – both in-store and in aisle – that you have an online platform. Because shoppers are moving online, it’s important to let them know you can meet their needs allowing them to stay with your franchise and increasing their loyalty to you as an omni-channel retailer.

• Prioritize top selling products and brands. Think about your online platform as a mirror of in-aisle selection. Position your bestselling brands prominently on your pet landing pages, and feature engaging brand content, such as product photos, video and ratings and reviews. Add large sizes or bulky items online for shoppers to fulfill when there isn’t enough shelf space in store.

• Make it easy. Shoppers report that using a site once motivates them to go back and shop there again. Offering autoship or auto replenishment will not only allow shoppers to save time and money, but it will also increase repeat buyers. In fact, a Purina study found that more than two-thirds of pet buyers who use subscription for pet say they are very likely to continue. Simplify the online checkout process and offer free shipping.

E-commerce has changed the way shoppers buy their pet food and supplies. As the pet care category leader, Purina offers retail partners customized strategies to capture the valuable pet shopper’s sale.

If you have questions or need assistance, reach out to your Purina sales rep.

Purina trademarks are owned by Société des Produits Nestlé S.A. Any other marks are property of their respective owners.

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Meet the Team The CGA staff is here to serve you.

For more than 120 years, the California Grocers Association has served the needs of grocers and suppliers. Listed below is CGA’s staff and responsibilities. Photocopy this page and keep it as a handy reference. To reach staff, call (916) 448-3545, e-mail, or visit our website: www.cagrocers.com.

RO N A L D F O NG

DOU G S CHOLZ

P R E SI D E N T A N D C EO C AL I F O R N I A G R O C E R S A SSO C I AT I O N

SEN I O R VI CE PR ESI DEN T AN D C HI EF OPER ATI N G OFFI CER

P R E SI D E N T CGA E D U C AT I O N A L F O U N DAT I O N

Ronald Fong joined CGA in April 2008 after 12 years with the California Credit Union League where he was Vice President of Government Affairs. Prior to that, Fong was Corporate President for United Market, Inc., his family’s independent grocery company operating neighborhood stores in the Sacramento region.

BETH WRIGHT, SE N I O R D I R EC TO R bwright@cagrocers.com

Events and Sponsorship: CGA Strategic Conference, Sponsorship, Events Coordinator

NATE ROSE, SE N I O R D I R EC TO R nrose@cagrocers.com

Digital Communications, Digital Public Affairs, Digital Advocacy, Social Media

dscholz@cagrocers.com

Marketing & Business Development, CGA Strategic Conference, Membership, Communications Administration

TIM JAMES, DI R ECTOR tjames@cagrocers.com

Local Government Relations, Regulatory Affairs

LETICIA GARCIA , DI R ECTOR garcia@cagrocers.com

State Government Relations

SUNNY PORTER, SEN I OR M AN AGER JENNIFER GOLD, D I R EC TO R

sporter@cagrocers.com

jgold@cagrocers.com

Marketing & Membership, Supplier Executive Council

Administration & Human Resources, Office Administrator, Registrar, Executive Assistant to President/CEO, Property Manager for Aisle 3 Concepts, LLC

WILLIAM QUENGA , SEN I OR ACCO UN TAN T & ASSI STAN T O FFI CE M AN AGER

wquenga@cagrocers.com ION BAZGAN, CO N T R O L L E R ibazgan@cagrocers.com

Accounting

GRACE BECKER, COM M UN I C ATI ON S SPECIAL IS T gbecker@cagrocers.com

Communications, Assistant Editor, Social Media, Public Affairs BRIANNE PAGE, D I R EC TO R bpage@cagrocers.com

CGA Educational Foundation, CGAEF Scholarship Endowment, Industry Education Programs, Hall of Achievement, CGAEF Golf tournaments

MIRIAM ELLIS, ADM I N I STR ATI ON & PR OGR AM S CO OR DI N ATOR

mellis@cagrocers.com

College Scholarship Program, Tuition Reimbursement, Registrar BAILEY DAYEN, M AN AGER bdayen@cagrocers.com

Business Development, Sponsorship Sales, Advertising

C G A BUYERS’ GUIDE |

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Grocers’ Big Plans

DRove Bold Store Openings in 2022

By Jessica Love

Two years ago few experts could have predicted the ongoing surge of physical grocery store openings that took place in 2022. Between more grocers moving online and a world emerging from a global pandemic, there were major questions around the future of brick-and-mortar grocery.

But as people and business returned to a pre-2020 pace, an interesting thing happened. Consumers wanted a sense of place back, and grocery stores have become one of the spaces in demand. What’s more, grocers came out of the pandemic flush with cash and ready to make new plans.

Kelley said during that time, grocers realized they needed people back in stores to drive purchases outside of their routine items.

There has also been more interest among investors and developers in the grocery space, especially with the stock market on shaky ground this year. Kelley said investors may not want to put their money “About a year and a half in banks or stocks, but ago, many retailers started they see grocery centers as a stable, predictable aggressively putting plans market segment that will on the board,” he said. continue to do well.

“Those plans are now moving forward now and I don’t think I have ever seen a more exciting, bold, visionary time.”

“We got the experiment we always wanted, which was, ‘How bad do we need place?’” said Kevin Kelley, architect and co-founder of strategic design firm Shook Kelley, which has worked extensively in the grocery space for decades.

As some of these plans come to fruition, new grocery stores from familiar brands are popping up throughout California. But in many cases, these stores aren’t following the traditional grocery store footprint—they are exploring new features, formats, and locations in response to how people shop in a post-pandemic world.

Here’s a look at some notable store openings in California in 2022.

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SUPERIOR GROCERS

LOCATION: SANTA PAULA, CALIFORNIA OPENING DATE: SEPTEMBER 2022

A couple years ago Superior Grocers, one of the largest independent grocery chains in California, decided to launch a small format banner called The Market by Superior that offers more of a neighborhood feel than a traditional supermarket.

The Market in Santa Paula opened with great fanfare, with an appearance from the mayor and much of the city and a local band out to play. Along with the opening, Superior Grocers made donations to the city and its schools.

In September the company opened its third location under this banner in the small agricultural town of Santa Paula in Ventura County. According to Richard Wardwell, president of Superior Grocers, the store has quickly become an integral part of the community.

The warm reception from Santa Paula shows just how much small towns need a local “hometown” grocery store that caters to their community. Wardwell said that while there’s still plenty of space available to build full-size stores and expand out in other areas, like the Inland Empire, there are also many places in high density towns and cities that are ideal for small footprint stores.

“It gives you a flavor of something different than what a conventional supermarket does,” Wardwell told CGA. “The colors are bright and vibrant, and it’s just a warm, fresh feel.”

“There are plenty of opportunities in buildings of this size that fit a nice grocery store in communities that are not served well right now,” Wardwell said.

Spanning almost 22,000 square feet— about half the size of a traditional Superior Grocers store—The Market offers all the variety and quality of a typical store with a little less depth in product, Wardwell said.

Features of the store include a scratch bakery and torterilla, a full-service meat department with house-marinated meats and chorizo, fresh produce, private brand seasonings, and tortilla chips that are fried in-house.

While Superior Grocers was founded in 1981 as a Hispanic grocery banner, Wardwell said the market is diverse and intended to serve everyone, catering especially to each community in which it operates.

Add to that the rising cost of building, rents and square footage, and a small format banner makes even more sense.

Wardwell said the company hopes to see The Market banner continue to grow, benefiting both the company and the communities it enters.

Serving locally not only means offering a hometown grocery store, but providing jobs within the towns and cities where its stores are located. For the Santa Paula location, The Market hired 110 employees, with a majority coming from the local community and just a handful coming from outside of town.

“It took about a year and a half for us to get it open, but it’s doing quite well,” Wardwell said.

Continued on page 10 ▶ C G A BUYERS’ GUIDE |

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◀ Continued from page 9

99 RANCH

LOCATION: SAN JOSE, CALIFORNIA OPENING DATE: MARCH 2022

In the spring, Asian grocery chain 99 Ranch opened a new location in San Jose, California. The new store features many of the banner’s most beloved departments: fresh meat and seafood, produce, and imported Pan-Asian goods.

But what stands out about this store most is its location at the Oakridge Mall. Locating a grocery store at a mall is not uncommon in other areas of the world, but the concept has never quite taken hold in the U.S. “As the public knows, there is a lot of space available in malls that have become vacant because of the retail downturn for large box units,” said Jonson Chen, chairman of 99 Ranch, in an interview with CGA. When Unibail-Rodamco-Westfield (URW), the company that owns the mall, approached Chen with the opportunity to open a store there, Chen said it was a good fit because that area of San Jose is a void for 99 Ranch. In addition to providing the right footprint for a grocery store in the right geographic location, the mall is a single level, which is more conducive to shopping cart access.

“We thought it was a great idea, so we jumped at the opportunity,” he said.

“This was an extremely appealing addition to the partnership, and has proven to be very successful among our guests,” Langsam said.

The response to the store opening was strong, and the mall’s marketing team supported 99 Ranch through the process as well—including having Top Chef ’s Melissa King in attendance to do cooking demos for the grand opening.

“As soon as the 99 Ranch barricade went up at Westfield Oakridge, excited chatter immediately started on social media and we got phone calls from potential shoppers asking us when the market was going to open—which was confirmation that we were filling a genuine void in the area,” Langsam said. “Since 99 Ranch opened in March, footfall for the center has continued to increase, and more and more shoppers are seeing the market as a major draw of visiting the center.”

“I think in the Bay Area our brand is recognized, but they may feel that it’s not a market they could shop at,” Chen said.

“We want to overcome that by presenting our prepared foods in a very prominent way.”

According to Jon Langsam, senior manager of leasing for Westfield/URW, the company has seen high demand from Bay Area shoppers seeking quality, authentic Asian groceries in a convenient location.

“We knew we could fulfill that need in South San Jose at Westfield Oakridge,” Langsam told CGA. Being located in a mall also offers greater exposure to a wider range of shoppers than another location might typically get. To appeal more broadly, 99 Ranch focused heavily on its prepared foods department for this location. The foodservice department faces into the corridor of the mall and tantalizes shoppers with a hot deli featuring barbecued pork, roasted duck, dim sum dishes, and a bakery with fresh baked buns and cakes along with boba teas and coffees.

Chen said the emphasis on prepared foods makes the banner more approachable for people who are new to the concept.

10 | C GA BUY ER S ’ GU I DE

Langsam added that the interior-facing food court is the first of its kind between Westfield and a grocery retailer.

Along with a couple other high-profile openings nearby, 99 Ranch’s presence has helped revitalize the mall and draw new customers in. Based on its early success, Chen said 99 Ranch has plans for more mall locations in the future— with the next one already slated for San Anita Mall in Arcadia, California.

The expansion of 99 Ranch is also indicative of the shifting consumer mindset—which Kelley said is driving demand for more of these specialty chains.

“We’ve been talking about international flavors and ethnic foods as long as I’ve been in the business,” Kelley said. “What’s driving it now is consumers want it. Demographics have changed on all sides, so we’re doing a lot more of those concepts. They’re exciting, and these ethnic concepts are not coming in and apologizing. They’re being who they are and they attract their core audience of consumers who are steeped in that culture but they’re also attracting outsiders to the brand.”

GROCERY OUTLET Value-driven Grocery Outlet has continued to expand far and wide this year, with one of its newest locations opening in east Riverside, California, in September. The company’s CEO Eric Lindberg recently told Winsight Grocery Business that the chain plans to open 28 locations throughout the U.S. this year.

In a recent company Facebook post, Grocery Outlet celebrated the new California location, which is owned by Riverside residents Chico and Sonia Garcia, both born and raised in the Inland Empire. The company follows an owner-operator model, empowering local business owners while supporting them with training, mentorship, finances, and more.

Grocery Outlet’s unique model of good deals has attracted shoppers for years, and more recently its growing assortment of natural and organic products has drawn attention. The

LOCATION: EAST RIVERSIDE, CALIFORNIA OPENING DATE: SEPTEMBER 2022 company regularly states that it offers shoppers a “treasure hunt” experience, learning about new products each time they shop versus finding the same selection each trip.

In a year plagued with inflation woes and ongoing supply chain issues, the format sees opportunity. According to a report from Grocery Dive, executives at Grocery Outlet have seen inflationary pressure as an opportunity to attract more shoppers and to boost its inventory for customers looking for a bargain.

Kelley notes that the success of bargain formats, will continue because customers who like them will likely remain loyal—and this new Grocery Outlet in Riverside will be no different.

“Grocery Outlet is going to do well because there’s always a place for it,” he said.

BRISTOL FARMS NEWFOUND MARKET With a mission to remain innovative and on-trend, Bristol Farms opened Newfound Market earlier this year in Irvine, California.

One of the unique components of this store opening is its location in Irvine Spectrum, a popular outdoor shopping, dining, and entertainment center in Orange County. Bristol Farms worked with Irvine Company Retail Properties on this location, whom they’ve worked with before on a location in Corona del Mar. “We’ve seen [Bristol Farms’] strength as an operator—we were eager to work together again, especially on such an exciting new concept,” said Jim Davis, senior vice president of leasing for Irvine Company Retail Properties.

The Newfound Market concept is centered around a food hall with five different eateries including a sit-down pizzeria and a quick-service restaurant focused on plant-based plates. There’s also a spot for sushi and poke called Pika Pika as well as Horton’s Hot Chicken, which caters to shoppers who have a hankering for a fried chicken sandwich.

Among its other highlights, the butchers in Newfound’s meat department make sausages in-house, grind beef patties daily, and dry age beef for 21 days in store.

LOCATION: IRVINE, CALIFORNIA OPENING DATE: MARCH 2022

With Newfound Market being the first grocery tenant Irvine Spectrum has ever had, it’s a welcome addition. While there are other grocers nearby, including Whole Foods and Costco, Davis notes that local customers, including nearby office or apartment tenants, as well as visitors from afar, have enjoyed the store as a “one-stop shop.”

“They can grab their favorite brands and local produce, discover new varietals from the wine shop, ask the butcher for the best selection to celebrate a holiday, and grab lunch and dinner—all without leaving the exceptionally designed space,” Davis said.

In a previous interview with California Grocer, Bristol Farms’ Vice President of Culinary, Dan Evon, said the goal with the store concept is to create food people want to talk about—and it looks as though they’ve achieved that, according to Davis.

“Historically, grocery stores rely on the business from the community located within two to five miles of their store,” Davis said. “What’s interesting about Bristol Farms Newfound Market is that we see many customers traveling up from Mission Viejo, or down from Anaheim, because they see it as more of a destination.”

Continued on page 12 ▶ C G A BUYERS’ GUIDE | 11

◀ Continued from page 11

BEL AIR

LOCATION: SACRAMENTO, CALIFORNIA OPENING DATE: AUGUST 2022

In some cases grocers choose to upgrade existing stores rather than build new ones. This could be because they can’t find the right site for a new location, or in the case of Northern California Raley’s, which is the parent company of Bel Air, a remodel is a better choice for a store that is embedded in its community.

That was the case with one of its stores under the Bel Air banner, located in the Sacramento neighborhood of Arden Park.

Since 1957 the residents of Arden Park have embraced their local Bel Air as a staple of the neighborhood. That’s why Raley’s decided to give the store a transformative, multi-million dollar remodel this year, which was revealed to the public this past August.

Only the second Bel Air ever built, the Arden Park grocery store is beloved by its customers, but it was showing its age and needed a modern remodel to update its aesthetic and evolve its offerings to meet the needs of today’s customers.

There’s also an expanded produce section featuring an extensive tropical fruit assortment, as well as a larger bakery and an elevated cafe experience with wine, beer and small plates. The store’s cheese department is bigger and better, too—Moreno notes that the actual space for the cheese department is more than 12 feet longer in the remodeled space than it was before.

“You can see that [Raley’s] is not going to stand still,” Kelley said. “They’re not doing it for ego or to just try things. They want to experiment to stay relevant, and that’s the mindset.”

“I started there in 1992, and the last time it got any kind of upgrade was 1995,” said Damon Moreno, district team leader for Raley’s and one of the leaders of the remodel. “It has served generations of Arden Park, and with the store in its older state it wasn’t fulfilling the needs of a generational shift.”

The remodel took around seven months to complete, Moreno said, and during that time existing employees were moved to different Raley’s or Bel Air locations nearby. The result is a newly designed, thoroughly remodeled building and a fresh shopping experience.

12 | C GA BUY ER S ’ GU I DE

Among the upgraded offerings, this Bel Air location features a dry-aging unit in the meat department and high-quality selections they may not have in other stores, like Tomahawks and hanger steaks.

New features include a pet treat station and a wellness cove with candles and other merchandise, both of which are getting a positive response.

The changes reflect Kelley’s impression of Raley’s as a company, which he said stands out because of their willingness to experiment.

Even with the innovative approach, community is still at the heart of the remodeled Bel Air. The remodeled store includes a community room so neighborhood groups and organizations can meet and gather.

Raley’s also decided to keep the store’s U.S. postal station in place after neighbors vocalized that it was an important part of the store’s original footprint.

“The store as a whole really embodies the character of the neighborhood,” Moreno said. “We listened to the community and what they wanted, and the decor in the store really gives it that Arden Park feel.”

AMAZON FRESH

LOCATION: PASADENA, CALIFORNIA OPENING DATE: SEPTEMBER 2022

In 2022 Amazon kept up its rapid pace of store openings under its Amazon Fresh banner, opening a handful of new stores in California, most recently a location in Pasadena in September.

According to reports, this is the 19th Amazon Fresh in the Golden State since the banner launched.

Spanning 42,000 square feet, the new store is built around the e-commerce giant’s proprietary “Just Walk Out” cashierless technology, which uses cameras and artificial intelligence to track what shoppers put in their carts and charges them automatically when they leave.

The new Amazon Fresh will also feature exclusive Amazon brands and Whole Foods’ 365 private label products, according to an article from Winsight Grocery Business. Prepared foods and made-to-order sandwiches will round out the offerings for Pasadena shoppers. Shoppers who prefer to plan and purchase online can place their grocery order for pickup or delivery.

The more interesting part of Amazon’s ongoing store openings, according to Kelley, is the technology piece of Amazon Fresh and their dedication to bringing “Just Walk Out” technology to more customers.

“We have thought [Amazon] would develop technologies that can be licensed to other retailers,” he said. “So instead of developing a brand to take on all other brands, they focus on the tech and that could take a slice of everybody’s business.”

And by all indications, that effort may be well underway.

With more customers being exposed to the frictionless shopping experience, Amazon Fresh may drive other retailers to follow suit.

Kelley notes that Amazon Fresh is a good option for shoppers who like the efficiency and the prices, but it’s also not hurting other grocery retailers the way many people anticipated it might.

RANCHO SAN MIGUEL In March, a new Rancho San Miguel grocery store opened in the Sacramento neighborhood of Oak Park, much to the relief of local residents. According to reports, it was a highly anticipated store in an area of the city that is dubbed a food desert. The United States Department of Agriculture defines a food desert as an urban area where more than 33% of residents live one mile from a large grocery store.

LOCATION: SACRAMENTO, CALIFORNIA OPENING DATE: MARCH 2022

The markets also feature grab-and-go meals and fresh Salsa Bars with house made salsas, guacamole, and more— including a seafood assortment with fresh ceviche.

Sacramento’s ABC 10 reported that the new market spans 51,000 square feet and replaced a space previously occupied

by Food Source, which closed in 2020. ■

Rancho San Miguel is a budget-friendly Hispanic grocery banner with seven locations around California’s Central Valley.

In addition to fresh produce and a full-service meat department, the stores offer a bakery with traditional Hispanic pastries (think empanadas and fino) as well as custom cakes.

C G A BUYERS’ GUIDE | 13

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C G A BUYERS’ GUIDE | 15

Birds of a Feather

By Grace Becker

Whether on stage at the CGA Strategic Conference Emerging Brands Pitch Contest, or mentoring upcoming industry members, for Lori Brown and Subriana Pierce, serving others is their focus.

They say that birds of a feather flock together. And if you’ve met them, it makes perfect sense that Lori Brown, Head of Industry and Customer Development at Rosie, and Subriana Pierce, Managing Partner at Navigator Sales and Marketing, formed a meaningful friendship, what with their shared passion for helping others, devotion to mentorship, and servant-leadership approach. But they don’t just talk the talk. This sense of responsibility permeates their careers and lives.

Walking the Walk Two hands-on members of the industry, it’s no surprise that Brown and Pierce formed a bond when they met years ago.

Since, the two have spent plenty of time together sitting on the California Grocers Association (CGA) Board and as Hilites for the Illuminators. In fact, their commitment to the industry is what led both Pierce and Brown to receive invitations to complete the Food Industry Executive Program at the University of Southern California (USC).

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“That’s when I would say we became really good friends, at that program,” said Pierce.

Brown and Pierce’s friendship has since blossomed, and today they lean on one another, both personally and professionally.

“Sometimes it’s just support. Sometimes it’s just [Lori] sending a nice quote in a text on a Saturday morning when she didn’t know I needed it, but I did,” said Pierce.

“The thing about Subriana is, when I feel like my tank is empty and I have nothing left to give and I just cannot do one more thing, I’ll get a note from Subriana. It gives me that extra kick that I need,” said Brown.

In addition to their shared industry involvements, Brown joined the board for the Navigator Lighthouse Foundation, founded by Pierce and her husband Allen Pierce, after receiving a call from their mutual friend and colleague, Dave Dimond.

“Dave Dimond called and asked me, and I will literally do anything Dave Dimond calls and asks me to do,” said Brown.

Brown’s personal commitment to supporting those around her made her a natural fit for the board.

“I’ve been in the business for 40 years now and I’m at a point in my career where the most important thing for me to do is give back what I’ve been given and help others out. If there’s an opportunity for me to help, for me to share, that’s where I am and that’s what I want to do,” said Brown.

“I wanted to make sure that we had people in the industry that were well-networked, well-liked, well-respected, and there wasn’t a better person than Lori,” Pierce said.

“I really contribute a lot of our success to having that kind of leadership on the board,” she said.

Born in 2020 during a time of national civil unrest, the Navigator Lighthouse Foundation was formed by Allen and Subriana when their business, Navigator Sales and Marketing was about six years old. Like many companies did during this time, Allen and Subriana examined their own portfolio, and despite being a Blackowned business themselves, even they lacked minority-owned businesses among their clientele. They asked themselves, “What can we do? How can we make a difference?” What was simply a box to check for many other companies became the primary mission of the Navigator Lighthouse Foundation: to uplift women and minority CPG entrepreneurs.

Subriana Pierce Pierce described the hurdles many young companies face right out of the gate in securing funding and sustaining their brand, noting that this challenge is amplified for women and even more so for people of color who statistically secure lower percentages of venture capital. At the Lighthouse Foundation, they help minimize some of these barriers and supply necessary resources to help level the playing field and find success for young emerging brands.

The Navigator Lighthouse Foundation’s mission resonated with Brown.

“This was such a great opportunity because it’s about women, emerging businesses, and people of color, and those who might not know all the secret back door tricks and ways to succeed. And plus, I get to work with Subriana and it doesn’t get any better than that,” she said.

Coming Up Grocery It’s clear when talking with Pierce and Brown that they both operate from a shared understanding. In fact, diving into their career backgrounds, you’ll notice parallels between the two. The most coincidental crossover, however, is that both became acquainted with intense Minnesota winters having both worked for Supervalu companies earlier in their careers.

“We probably bumped into each other in airports and didn’t know it!” said Pierce.

Allen and Subriana Pierce

While obtaining her master’s degree from the University of Chicago, Pierce started her career with an internship at Dominick’s, which was purchased by Safeway. With a modest 10 weeks of grocery experience behind her, she moved to Jewel-Osco, who was accepting the first round of MBA candidates to go through their executive training program. After running produce departments and buying desks, Pierce transferred to the manufacturing side, spending most of her career at Frito-Lay running sales organizations and marketing.

Then, she returned to Albertson’s, a Supervalu company (a sister of Jewel-Osco) and became Senior Vice President of Merchandising before joining her husband at Navigator Sales and Marketing.

Lori Brown During Brown’s first week of college, she saw a job posting for a new Fred Meyer store that was opening. What she thought was a position to pay her bills through college turned into a 15-year career. She was store manager for seven of those years where she learned a lot, from working through a strike, to backing up trucks.

She then moved on to Supervalu as a category manager. When her division closed, she spent five winters in the Minnesota division working as an in-house corporate category manager. She ended up at Malt-O-Meal which was later acquired by Post Consumer Brands.

Continued on page 18 ▶ C G A BUYERS’ GUIDE | 17

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Post Consumer Brands restructured earlier this year, causing Brown to pivot her career.

“She [Pierce] was there for me for the job transition. She was brainstorming for me and she was just there supporting me the whole time. So many people in our industry were there,” said Brown.

Pierce teased, “It was hard helping her because she’s such a servant leader and there were a couple other women on her team who were in the same boat at the time. I’m calling Lori, ‘What can I do to help you?’ and she’s like ‘I’ll be fine, I want to make sure the others are taken care of,’” Pierce said. “That is the sign of a servant leader, when it was not about her,” she said.

With support and encouragement from founder Nick Nickitas, Brown now works for Rosie, the company she did her capstone project on while obtaining her master’s degree at USC. Rosie was recently acquired by Instacart in September.

“You get what you give is what I believe.

When you give it—and that’s not why you give it—but when you do, it comes back, and that’s rewarding,” said Brown.

The Spirit of Sisterhood Pierce’s devotion to helping those around her can be traced back to her time as a student. She attended Spelman College, a prestigious all-female, historically Black liberal arts college in Atlanta, Georgia.

There, she said, a spirit of sisterhood and uplifting one another became ingrained in her.

“My freshman year they said, ‘look to your left, look to your right; it is your job to make sure that they are both there [when you graduate],’” said Pierce.

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She recognized the gravity of being in an exceptional environment like Spelman, reflecting that Martin Luther King Jr.’s sister was her freshman year English teacher.

“There was this legacy that was laid out for me. I got a chance to go to this school to see how true sisterhood worked,” she said.

“There are things we’ve learned the hard way as far as succeeding in this business. A lot of it is grit, perseverance, and developing a thick skin.

It’s changed for the better than when we were coming through the ranks, but you don’t have to hit every single bump to succeed.

There are some things where we can help and just be mentors,” said Brown.

Meaningful Mentoring

At this point in their careers, it’s a priority for both Brown and Pierce to ensure that there’s a wider network of mentors available to those coming up in the industry. They noted that today there are many incredible women role models to turn to, from former CGA Board Chair Hee-Sook Alden, to Sue Klug, to Donna Giordano, to Kendra Doyel, and Elizabeth Alvarez-Sell, and more.

“For me, it’s never about being the first, it’s about never being the last. I want to create that path for the next group,” said Pierce.

Brown and Pierce were fortunate to find mentors later in their careers who made all the difference. Pierce recalled that she could bring any situation to her two mentors at Frito-Lay and know she would be supported. Plus, she has what she calls a “personal board of directors” of folks she can turn to, who can also turn to her.

“For me, mentorship came from having a broad view,” Pierce said.

For Brown, Mark Arrington was that person.

Even in retirement, Brown can still call the former CGA Board member and Post Consumer Brands colleague to bounce ideas and get his opinion.

Perhaps the root of both Brown and Pierce’s passion for servant leadership and dedication to mentorship comes from a lack of women role models and mentors in the industry when they started out.

“He’s the one who took me along to conventions, gave me the golden handshakes, and made sure I wasn’t sitting in a corner but walking around and meeting everyone,” Brown said.

“He advocated for me.”

Both Brown and Pierce recounted that while there were few women role models in the industry at the beginning, Carole Christiansen was a leader they both admired.

Brown found her own “personal board of directors” through her cohort during her USC master’s program, which she graduated from in 2020.

“She succeeded against so many odds at a time where I’m sure there was a short line to the ladies’ room,” said Brown.

“People like that I completely admire, and I want to be that person that can help other people as well.”

“One text away is this consortium of powerful women who would stop whatever they’re doing in that moment to figure out whatever this problem is. I’ve never had anything like that in my life and it’s just wonderful,” said Brown.

Subriana Pierce and Lori Brown.

Panel of retailer judges as the CGA Strategic Conference Emerging Brands Pitch Contest.

Subriana and Lori with Mike Sullivan (Sunmaid Raisins) at USC Food Industry Executive Program.

A Committed Community The sense of community the grocery industry shares is undeniable, and palpable in friendships such as Brown’s and Pierce’s.

Pierce recalls first noticing the industry’s unusual camaraderie when moving out to Southern CA and seeing her boss at the time, the President of Albertson’s, Sue Klug have strong relationships with competitors.

Pierce said that once she discovered industry organizations like CGA, it all clicked. “There were all these causes that everybody came together for and there was always this greater good that everyone

Industry mentors and friends at the Food Industries Sales Managers’ Club (FISMC) of Los Angeles’ “Women in the Food Industry” event.

was supporting. That’s when I realized the importance of the camaraderie,” said Pierce.

There’s no better example of this sense of community than logging on to LinkedIn to see an outpouring of support for Dave Dimond, who is currently battling cancer.

Friends and members of the grocery community have come together to support Dave and his family, even donating blood and platelets for their friend.

“It’s a very relationship-driven industry. It brings you all together and it is personal.

You know what people are going through from a human aspect,” said Brown.

Perhaps it’s feeding people daily, or being there for communities, rain or shine, but it’s clear that the industry attracts individuals who want to contribute to causes bigger than themselves. As evidenced by their involvements outside of the industry, Brown on the board for Boy Scouts of America and Pierce on the national Autism Speaks board, their passion for service touches everything they do.

“If we can wake up and serve others, then we’re all good,” said Pierce. ■

C G A BUYERS’ GUIDE | 19

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CGA Events Calendar

All shipping done from California

INDEPENDENT OPERATORS SYMPOSIUM January 7-14, 2023 Fairmont Kea Lani Maui, Hawaii

GROCERS DAY AT THE CAPITOL April 12, 2023 Sacramento, CA

CGA STRATEGIC CONFERENCE September 24-26, 2023 Palm Springs Convention Center Palm Springs, CA

CGAEF TOP SHOT @ TOPGOLF October 19, 2023 Roseville, CA

CGAEF HALL OF ACHIEVEMENT Honoring Mimi Song, Superior Grocers & Bob Garibaldi, United Natural Foods, Inc.

SUPPLIER EXECUTIVE COUNCIL PROGRAMMING Store Tours: To be determined Winter Event: November 30, 2023

April 27, 2023 – Anaheim, CA

Throughout California

INDEPENDENT OPERATORS GOLF TOURNAMENT June 7, 2023

CURRENTLY UNSCHEDULED EVENTS

Foxtail Golf Course Rohnert Park, CA

Leadership Summit Store Leaders Seminars

C G A BUYERS’ GUIDE | 21

THE

RISING

STARS of California’s Grocery Community

By Nate Rose

From a second-generation grocer to someone new to the California market, this year’s Rising Stars list highlights some of the best and brightest in the industry.

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SUNNY REELHORN PARR Director, Corporate Affairs | Ralphs, Food 4 Less, Kroger Co. Sunny Reelhorn Parr’s career is guided by a simple, but brilliant principle: Say yes to incredible opportunities and people. In the summer of 2022, Parr and her family relocated to California as the Kroger veteran became the Director of Corporate Affairs for the Ralphs and Food 4 Less divisions.

How did you come to work in the grocery industry?

After undergrad, I actually owned a small business for about a decade. It was at a friend’s retirement party that a recruiter, who was the wife of the retiree, told me out of the blue that maybe I should try corporate. I didn’t really think I’d like corporate since I’m much more of an entrepreneurial spirit. But the recruiter hooked me up with an interview with the Kroger Finance team that next week. I tell my corporate career story this way: I just say yes to incredible opportunities, and I meet incredible people along the way.

Starting my corporate career with the Kroger pension investment department, I learned very quickly that Kroger was a company that is filled with incredible people. It was the people—the team— I fell in love with at Kroger Several months into my role, I was lucky enough to have the VP of the department ask me what I wanted to do at Kroger because he wanted to help me network and meet other leaders in the business. So, I took him up on his kind offer, where he introduced me to several Kroger leaders. It was through this process that I learned that I was particularly drawn to the social impact space.

I was so drawn to it that I even took a yearlong role as a member of the development team for Shriners Hospitals for Children and helped the local hospital raise the annual $5 million goal to support families who had children with acute burn care needs and cleft lip and cleft palate. A lot of people can’t tell, or don’t know, I actually have cleft lip and palate. So, it was a mission that was very close to me on a personal level.

A year later, a colleague at Kroger called me and told me they were opening up a newly created role to help lead the Kroger Foundation Office. Excitedly, I threw my name in the hat with no expectations—just the belief that I could help make

a difference in Kroger communities across the nation. I thought it sounded amazing, and it was! Serving as the foundation manager, director, executive director, and then, the company’s first head of philanthropy has been a dream job for me. It is such an incredible space to create strategy and lasting impact. I was at the table for the launch of Kroger’s Zero Hunger | Zero Waste social and environmental impact plan. Of course, our banners in California were part of and continue to be a leader in our Zero Hunger | Zero Waste commitment and journey.

During the pandemic, personal reflection led my family and I to heavily contemplate how we could become part of a more diverse community. I shared my goal with the leadership at Kroger; and then, this opportunity came up to head corporate affairs for Ralphs and Food 4 Less, which are headquartered in Compton.

I’m wired operationally and strategically to think about process improvements, efficiency, etc., and I really feel like our work going forward in 2023 is going to be different as we all continue to navigate the challenges that we face as individuals, families, businesses, and communities.

The way we need to function as a Corporate Affairs department, the way we need to support our retail operations and merchandising teams, continues to shift; and that means, we need to shift.

I’m really excited about the role and feel like I’ve been all around Los Angeles in my short time here already. You can use communications as a tool to elevate the culture of our business, as well as help build a sense of belonging, understanding, and awareness. Everything, at times, needs a fresh injection of innovation so that our audience of associates, media, elected officials, and community partners work with us and in collaboration with us to help feed our communities.

With all of your experiences doing philanthropic work, what different perspectives do you think you will bring to the retail side of the grocery business?

It’s a business imperative today to make bold commitments and measure progress towards our Environmental, Social, and Governance (ESG) and Corporate Social Responsibility (CSR) goals. It must be connected to the external and internal, or “mixternal” as we call it. If I think about why social and environmental impact matters from a business standpoint, it is one of the key reasons why our associates choose to work for us. The data continues to show that people choose to work at companies where the company’s purpose is aligned to or similar to their own personal beliefs and values.

Sometimes in the world of ESG, philanthropy does not get credit.

However, we believe our customers are sharing their portion of wallet and portion of stomach when they choose to shop with the Kroger family of companies. They choose to walk in our doors because of how our store teams make them feel through the customer experience.

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C G A B UYERS’ GUIDE | 23

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What’s your favorite thing about working in the grocery industry?

People. It’s retail. Everyone eats. There’s a unique place in the world where everyone, regardless of who you are, can shop with us and work with us. And that is really special.

There’s something unique about having that position which really inspires me. Whenever I’m in the stores and hear a new story, that inspires us to take more action to reach more people and do more good. I’m not wearing rose-colored glasses. Let’s be honest. Some days are hard, especially when I think about a conversation that will be delicate or uncomfortable. Other days you have to pinch yourself because you get to collaborate with elected officials and partner with our local nonprofit organizations that are leading the way for change in our hometowns.

What inspires you?

People inspire me. It’s the people I have the privilege to work with—our leadership. We have so much tenure here at Ralphs and Food 4 Less, which is really exciting.

Kroger has many opportunities for people to try different roles and learn different things. Our CEO, Rodney McMullen started as a bagger in a store in the middle of Kentucky and progressed to become the CEO of the company. Rodney has such a unique story.

I’m in it for the long game. It is not about the quick win of the day. It’s about building lasting impact, increasing engagement and sharing news that matters to our team.

What do you hope to accomplish in the next five years?

My hope is that the Kroger family of companies can provide fresh food to everyone—everyone in America. While we focus on our storefronts and our footprint now, it’s really thinking

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about our customer fulfillment sheds and our ecommerce and our storefronts—all working together to meet the growing needs of our customers.

We have all of the modalities to service people. If you want to pick up groceries curbside or use a shopper to shop for you, the Kroger family of companies would like to be your grocer of choice even if we don’t have a storefront in your area. That is the North Star. It would be amazing to see the Kroger family of companies be able to reach every single corner of the nation with options to provide fresh food for everyone.

What’s an insight about the grocery industry that you think the grocery community sometimes misses?

When I think about what we do, I am proud the grocery community is a crucial partner in making memories. We are literally at the table—or on the table—when memories are being made. Maybe we are taking part in creating a festive environment for a special occasion with a beautiful floral arrangement. Maybe we are providing convenience for a gathering with friends and family through our prepared food items.

Kroger is a part of bringing people together. Food always brings people together, and I’m proud to play in small role in memories you cherish for a lifetime.

When you’re not working, what are you up to?

Hanging out with my family. We are outside all the time. We’re not really TV people except for during the football season.

We like to ride our bikes and hike. We’re also enjoying the new, Southern California beach-life—even if it’s just for an hour in the evening.

Personally, I love to workout, go to Pilates and go on walks/runs We’re also excited to try all of the wonderful new restaurants and cuisines in Southern California. ■

JACKIE LAPOINTE

What’s the elevator pitch for Upside?

Director, Retail | Upside

Upside is a two-sided marketplace that helps people earn cash back on the things they need, and businesses earn proven profit on every transaction. Consumers experience us as a free, toprated mobile app where they can receive profitable, personalized cash back offers that incentivize them to shop with Upside partners and put more in their baskets. At the same time, grocery stores and other businesses use Upside to attract new customers and increase engagement with current customers, which leads to incremental sales lift. To date, Upside has given $300 million in cash back to our users, $700 million in profit to its merchant partners and directed 1% of its revenue towards sustainability initiatives. It’s truly a win-win-win.

Jackie LaPointe sees the upside in most things.

Whether she’s racing up a mountain or tackling career goals, the Director of Retail at Upside loves a challenge.

How did you come to work in the grocery industry and at Upside?

I started in the industry on the supplier side. I worked in alcohol sales for Boston Beer Company—a super amazing company. I grew my previous career with them in multiple different roles from individual contributor roles to leadership roles and managing teams. Watching my team flourish was really fun. Plus, we serviced grocery. I moved multiple times working different territories to try to drive promotions and chances to grow.

I got to a point where I wanted to control the pace of my growth and grow faster. I also realized there was a slight turning point in grocery, and I thought that I’m still young: If I’m going to take a risk, I need to do it now. I don’t want to wake up in 10 or 15 years and wish I took a risk, but then I’m too comfortable.

It all happened super quick. I decided if I’m going to make a change, it must be challenging and be a with a really fantastic company. I wasn’t leaving Boston Beer for just anybody, and it has to be in tech. If there’s one thing in grocery that makes people uncomfortable it’s tech.

I wanted to make that transition, and that’s when I found Upside.

The thing I love about Upside is we contribute to a grocer’s total bottom line, versus when I was on the supplier side, I was only talking to one department, which is one sliver of their total sales.

So, with Upside, it’s all about driving increased revenue to these grocers while helping consumers gain more purchasing power for the things they need. In this role I’m contributing so much more to the grocers that we partner with.

What’s your favorite thing about working in the grocery industry?

I’d say the people. I think that’s probably most peoples’ answer.

I also like that we never know what to expect. Grocery is a necessity, right. If people didn’t know it a couple years ago, they know it now. But mostly it’s the people I deal with on a daily basis.

Everything is so intertwined. You have associations like CGA, you have the supplier and CPG side, you have the tech crew coming in one more company at a time, and then the grocers themselves. People have these amazing stories, where they never would be in grocery, or you have these people who tell you they’ve been bagging groceries since they were 16 or are fifth-generation in the industry. It’s cool, the people that you get to meet.

Who or what inspires you?

It’s so funny because I feel like just the word “inspiration”—just the word—people feel like it’s so monumental. Honestly people build it up and idolize this one person. I guess for me, I’m just really inspired by the people that are around me.

It goes back to that saying, “surround yourself with people that make you want to be better.” It comes down to cherishing more of the small moments. They don’t always need to be this monumental thing. Even if I just see a coworker or a friend dealing with a challenge or persevering, or, maybe, I finish a really good book and it makes me want to change or inspires a new habit—or even the way I think about something. I just say all the people around me.

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C G A B UYERS’ GUIDE | 25

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I live in Scottsdale now, and the community I live in skews older.

85% of the community is retired, and they have literally changed the definition of retiring. One of my neighbors does Iron Man races. He’ll kick off a Wednesday riding 100 miles on his bike.

Everyone in the community is an athlete. If that’s not inspiration as to what I want to see my future as, I don’t know what can be more inspiring that that.

So, I’d say cherishing those smaller moments and realizing inspiration can happen in a moment, all the way down to my partner Nico. We’ve been together 10 years, and we are always pushing each other and constantly challenging each other to be better personally and professionally. It could be about the way we think, or the way we react to things, it kind of goes back to that idea of surrounding yourself with people who want to make you be better.

What’s on your roadmap?

Years ago, I’d say I was so driven for one specific role. I’ve really learned I only know a small scope of what’s available out there.

I’m enjoying the journey of where I’m being pushed into and experiencing new things.

Now, I hope I’m always in learning mode. I never want to be comfortable. I always want to grow. It’s not necessarily about a specific role or title, I want to make sure I’m with a company that provides the fastest growth possible and the opportunities that will stretch me, make me more knowledgeable.

I do want to be back in a leadership role where I manage a team because nothing is more rewarding than developing others and seeing them flourish.

Personally, I would love to get a half Ironman done, especially since my neighbor is in his 70s and has done so many of them.

26 | C GA BUY ER S ’ GU I DE

What is something about the industry that you think most people in the community miss?

Not taking the risk. There are all these new and innovative opportunities to grow the business, and I think grocery is very traditional. There are so many great things about being traditional; there really are so many strengths to that too.

But I think being open-minded is an opportunity.

I realize that might contribute to things that are uncomfortable, like working with companies that haven’t been around very long.

Tech companies aren’t 85-year-old companies. One thing I’ve learned at Upside is we have this beautiful solution for retailers to grow their sales, but there is definitely a little bit of a lack of trust to overcome and relationship building that has to take place, which I understand. Now is the best time to listen to these new opportunities.

If you aren’t working, where do we find you?

Running, cycling, trying to do some kind of athletic race. I love a good triathlon, and I’m getting back into them in Arizona because it’s finally cool enough to run outside. So, pretty much anything active. I’ll be outside as much as possible. I love a good workout.

Outside of that, I do a lot of mentoring for young professionals on the side through referral. This year alone, I’ve probably mentored 12 to 15 young professionals with career advice.

Is that a side hustle?

No, honestly it just happened organically. I managed people at Boston Beer, and it’s a company full of young people. It just started happening through referral. People started calling me for advice here and there, and when I left, the floodgates kind of opened and I started mentoring people.

People say I really should charge for this, but it’s kind of my good karma, good deed. If I can help others, hopefully, that goodwill comes back to me. I really enjoy it. I try to take every phone call that I get.

Other than that, I do have to give a shout out to my dog, Rocky, who is this beautiful English bulldog. He’s my child. Also, my partner Nico. We’re always together hanging out. He’s just as active as I am—were always outside. ■

AARON STONE Vice President, Business Development | Mollie Stone’s When you grow up grocery, it would be easy to keep doing things the way they’ve always been done.

However, for secondgeneration grocer Aaron Stone, continuing the family business necessitates technological innovation and disruption.

Being raised in the industry, did you always know you wanted to work in the family business?

It’s always been a good opportunity, and I’ve wanted to carry on the legacy of the family business. Sure, hindsight is 2020, but starting from when I was of the legal age to work and experiencing what that was like, I asked myself whether this was the industry for me. Quickly I saw what a great opportunity it was.

I was able to learn from the ground up from people that were already doing the work. I’ve worked in every department, every store. I’ve learned what the nuts and bolts are that make our family business operate. We love it. There is lots of opportunity to grow into a bigger future too.

Everything’s not always perfect—nothing ever is—but the grocery industry has every part of business I could find anywhere else.

Whether that’s technology, real estate, communication with human beings, supply chain, marketing, accounting/finance or fresh food, it can all be experienced in this industry, which I really enjoy. Add in those things, plus working with family, I don’t see a better job in the world for me right now.

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C G A B UYERS’ GUIDE | 27

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What’s your focus at the company?

I work on different projects that are opportunities for our business. For example, we just got into the catering business, which was something we always wanted to do, but we never had processes or ways to sell or manage orders. That was a nice project.

Right now, I’m working from an administrative perspective on infrastructure and our processes for how things flow, asking whether we can be more efficient. I’m trying to help us think ahead and not be caught by too many surprises. What are the needs of our people, and how I can make a difference based on who I am and our business.

You recently finished up the USC Food Industry Management Program, what made you want to jump into grocery from an academic perspective?

Any way I can learn, sign me up. It allows for a wider understanding of the scope of the industry. It was helpful for me to go there, a world-class university like USC. It’s not necessarily on the roadmap, but it’s a good thing to do if you have the opportunity and we had the opportunity.

I like seeing how we fit into the big picture because we’re small in comparison. It is hard because you drop your work for four-to-six months. You put away everything to go to school.

It was hard to walk away.

It’s also the name on the building. Coming from a family that has grocery in our blood. It’s more about continuing to grow and being able to serve our communities and continuing to do that for future generations. I think we’re growing into bigger shoes.

As you look forward, what are some other projects you hope to accomplish?

There’s a lot of opportunity for independent operators to have technology similar to what the bigger chains have. Right now, it’s a little challenging to have the resources and capital to achieve something from the ground up. So, I think as technology evolves, certain processes and systems will be more accessible for people like us, and that’s something that will help position us to survive much longer. Not that it’s make or break, but it’s a big opportunity for us to understand what’s going on from a technology standpoint.

My team’s project at USC was credit card processing fees. Can independent grocers reduce our credit card processing fees by having mobile wallets that offer better profitability and better relationships with our customers? That might not happen, but it’s exciting to think and dream and envision what would that future look like. How can we reduce expenses. How can we become more profitable or utilize things like advertising and technology.

Okay, give us a hot take you have about the industry.

A lot of this is hard because if it’s not broken don’t fix it. I think that mentality is readily apparent in a number of industries, but especially grocery.

Speaking from the independent grocery point-of-view, really having more of that technological support and structure is exciting because the barrier to entry is really hard. With some other things or new concepts coming up there might be a future where people can get into this much quicker or at more of a local level. Again, I go back to the technology and profitably kind of survival thing with how we’re doing business. There are challenges all over the place. For the most part we need forward-thinking people to survive.

What do you like to do in your spare time?

What’s your favorite part about working in the industry?

That’s the question, right. For me I just like people.

Understanding how history has made up what the future can have. Understanding how historically things have operated, but also how things can also evolve into the future based on aspects like technology or leadership. The people are what make our business happen and without them we would have nothing to work for. That’s what gets me up in the morning: working with great people.

28 | C GA BUY ER S ’ GU I DE

I like fishing with my dad in the Bay. That’s what our hobby is.

If not fishing, then playing basketball or riding a bike, cycling and mountain-biking. Spending time with family and friends is important to me. ■

MARISA KUTANSKY Director, Communications | Cardenas Markets Marisa Kutansky has come of age in the industry. From sweeping floors to shaping communication strategies, she’s built a career out of mastering the various levels of the grocery game.

Did we mention she plays Fortnite?

How did you come to work in the grocery industry?

I started like most of the people in the industry have. I was just looking for a part-time job, actually a summer job, when I was in high school. So, it’s been a long summer.

I started pushing carts, sweeping floors, and bagging groceries at Stater. Bros. Markets. I learned a lot and quickly discovered if you work really hard, listen, and are open to learning the ropes of the grocery industry, there is true career potential. I noted that right away.

I spent about 10 years working in the stores and then progressed through a range of store level roles before assuming a PR role at the corporate office for Stater Bros. It was a lot of fun, and I learned a lot while working alongside some pretty amazing and talented people.

Then a few years back, I was presented with the opportunity to join the Cardenas team. I oversee external and internal communications, social media, customer service, and I serve on the board of directors for the company’s foundation.

How does having worked in stores inform your communications work?

It really has helped me communicate things through the lens of each individual stakeholder working in the store.

Especially for internal communications, you need to know the job functions of the workers. It really has helped me communicate things through the lens of each individual stakeholder in the store.

Say I’m working on something for the front end, customer service will be key. Or, if I’m implementing a Round Up campaign in our stores, I get that they’re busy, I’ve kind of lived it. It’s helped give me that insight.

What’s your favorite aspect of working in the industry?

I’ve always enjoyed working with, helping, and meeting people.

What better place to go do those things than your grocery store.

At the end of the day, it’s a central hub and an important social part of the community. I like being a part of that community fabric and really a part of an industry where people come find what they need to nourish their families or find recipes to help bring traditions to life.

I also like that the industry is fast-paced and dynamic. Every day is different.

What inspires you?

That’s a tough one because I feel like throughout the course of my life and my career there are a few people who have truly inspired me and left an indelible mark. As I think about these people, they all have the same traits. That would be my mom, Jack Brown, the former Executive Chairman of Stater Bros. who passed in 2016, and then my current teammates.

The common thread that pulls them together from a trait perspective is they all have an intense work ethic, they’re genuine, and 100% committed to what they set out to achieve. They are relentless in the pursuit of achieving their goals; once they have their minds made up its going to happen. Those are the traits that inspire me and they are the people that bring those traits to life.

What do you hope to accomplish in the next five years?

I aspire to continue growing in knowledge of the industry and broadening my role. In communications there are a lot of different ways you can broaden your skills. New trends both in the grocery industry and comms profession are constantly emerging, so it’s about continuing to learn and staying abreast of these trends.

I have a 10-year-old son, so I hope to continue guiding him to be a solid and well-adjusted young man—especially as he transitions to becoming a teenager.

I oversee our social team, customers service, and serve on the board, but I really like to see my direct reports grow and advance in their responsibilities and do what I can to help nurture their success.

What do you do for fun outside of work?

I love to read. I love to spend time with family. I am very passionate about supporting the Alzheimer’s Foundation—that’s very personal to me.

On a lighter note, I play Fortnite with my son. I’m not good, and I get made fun of a bit. You know I’m busy, but I still make every effort to find time to unplug to read or hang out with my son. I only intend to play Fortnite with him for an hour or so but find myself playing much longer. The gamer community is quite funny.

Then there are my sisters. We always need a quick girls’ night or shopping day. That type of thing. If I’m not a work, I’m spending time with my family. ■

C G A B UYERS’ GUIDE | 29

CGA gives me a voice in Sacramento that I otherwise wouldn’t have. Through CGA I’ve been able to lobby directly with elected officials and their staff on issues that effect my business.

RICK STEWART, PRESIDENT SUSANVILLE SUPERMARKET ONE STORE – SUSANVILLE, CA

Want to learn more about the benefits to CGA membership?

Contact Sunny Porter to learn more and start the conversation with your fellow industry peers at sporter@cagrocers.com or call (916) 448-3545.

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