A Fresh Advantage
How Sheehan Brothers keeps growing
Variety is the spice in coffee whiteners
Page 18
States tighten and expand sales tax rules
Page 23
Automatic Merchandiser is proud to recognize the 2026 Most Influential Women in Convenience Services. This award honors professionals whose leadership and achievements are making a meaningful impact across the convenience services industry. Representing excellence in operations, innovation and customer focus, these honorees exemplify the talent and dedication shaping the future of vending, micro markets and office coffee service.
Turn to page 10 for the full list.
365 Retail Markets
365 Retail Markets
G & J Marketing and Sales
Summit Correctional Services
Allison Krupp
365 Retail Markets
Briana Théraube
Allison Ulnick
April Cathcart
Reanne Zahn
8
Use compelling content to make your sales emails work in 2026
We have heard from experts about automating sales emails by using AI. While this strategy makes sense, powerful email content is a critical element of a successful campaign.
10
From a single gumball route to a growing regional operator, Sheehan Brothers Vending blends family leadership, fresh food and disciplined expansion to build momentum across the Midwest.
18
Meet the 2026 Most Influential Women in Convenience Services
From operators and technicians to executives and entrepreneurs, these honorees are driving growth, strengthening customer relationships and advancing the industry in meaningful ways.
Variety is the spice of whiteners
The days of stale, black breakroom coffee are long gone. To keep employees happy, today’s office coffee service operators must serve up a high quality cup of joe along with the personalized flavor profiles employees are likely to find at their neighborhood café.
23 States tighten and expand sales tax rules, challenging unattended retail operators
From vending machines to micro markets, new regulations and inconsistent formulas are creating confusion and, in many cases, overpayment. Understanding nexus, resale exemptions and correct locationbased reporting is essential to avoid costly audits and penalties.
ONLINE EXCLUSIVES
Visit vendingmarketwatch.com for more on hot topics in vending, micro markets and office coffee service
Interviews, Expert Insight & Tips
OCS Operator
Beyond pantry service: Is it time to jump on the next big thing?
Bob Tullio
THERE IS A NEWLY EXPANDED OFFERING ON THE market that every OCS operator should be taking on soon, especially those operators who are generally averse to dealing with vending and those who may be reluctant to offer micro markets.
I’m talking about smart coolers and smart markets. vendingmarketwatch.com/55126610
Podcast | Don’t overlook operations: Bringing a disciplined approach to your business
Are you maximizing your operational efficiency?
According to industry veteran and successful convenience services consultant Tom Bauer, small changes in operations can lead to big results for operators. vendingmarketwatch.com/55344568
Unattended Retail | What Amazon’s store closures may signal for unattended retail
Amazon closed its unattended Amazon Go and Amazon Fresh stores on Feb. 1. Its Just Walk Out technology remains a B2B focus, licensed to third-party operators. vendingmarketwatch.com/55353892
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Legal | Mars embezzlement scheme cost the company $28.4 million, court orders restitution
The case offers a reminder for operators and suppliers: fraud can start with a “trusted” contact and a single changed payment instruction. vendingmarketwatch.com/55356965
Healthy Convenience | Mini meals, little treats and a beverage boom
From fruit-forward mocktails to snackable mini meals, new consumer insights show how evolving tastes are reshaping convenience services through 2026. vendingmarketwatch.com/55342230
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When top brands boost bottom lines, everyone wins. Start stocking the leading snacks that keep your sales going up and customers coming back.
MONEYMAKERS
The next era is already here
Linda Becker
Head
of Content lbecker@endeavorb2b.com
SPEND ANY TIME TALKING WITH CONVENIENCE SERVICES operators right now, and one thing is clear: This is no longer a simple route business. It is a service business, a people business and increasingly, a strategy business.
Look at Sheehan Brothers Vending, featured in this issue’s operations profile. Their story spans 70 years, but what stands out isn’t just longevity. It’s how they’ve continued to adapt — investing in fresh food, expanding services and building an operation that can support growth across multiple locations. That reflects what many operators are experiencing firsthand: adding more equipment isn’t enough. Sustainable growth comes from building processes, facilities and teams that can deliver consistent service day after day.
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Growth today isn’t defined by how many locations you add, but by how well your operation supports them.
That same mindset shows up in a different context as we introduce the 2026 Most Influential Women in Convenience Services. Every year, this award reminds me how much this industry relies on strong leadership at every level. The honorees represent operations, human resources, supplier relations, technology and customer-facing roles — the people who keep businesses running and moving forward. For operators thinking about the future of their company, that’s a practical takeaway. Growth depends on developing people and leadership depth, not just expanding territory.
Meanwhile, customer expectations continue to shift — especially in office coffee and breakroom programs. What used to be a basic coffee setup is now part of the workplace experience. Employees expect variety, and employers see the breakroom as a tool for morale and retention. Whether it’s flavored creamers, plant-based options or broader refreshment choices, operators are responding because they know these details influence client satisfaction and renewal decisions.
Of course, while operators are focused on growth and service improvements, the business environment itself is getting more complicated. Changes in state and local tax rules are a good example. As companies expand into new regions or diversify their service formats, compliance is no longer something that can be handled casually or manually. Sales tax treatment varies, reporting requirements are tightening and mistakes can be costly. It’s not the most visible part of the business, but it’s becoming one of the most critical to get right.
For operators, that raises an important question heading into the rest of the year: where is your next improvement coming from? ■
Use compelling content to make your sales emails work in 2026
We have heard from experts like Ethan King about automating sales emails by using AI. While this strategy certainly makes sense, powerful email content is a critical element of a successful campaign.
By Bob Tullio, Contributing Editor
A RECENT LINKEDIN ARTICLE offered “five email templates that really work.” It’s decent content that is worth a look. Here is a summary, and a couple additions that actually worked for me and my consulting clients.
1. COMMON GROUND: BASIC, BUT IT CAN WORK
While the LinkedIn concept differs from my interpretation, in this case, common ground can be the number of companies you already serve in your prospect’s industry. Focus on the
similar needs and the solutions that you provide. Identify some happy customers and ask for an opportunity to show your prospect why so many companies in their market choose your solution.
LinkedIn notes that 67% of B2B buyers rely on peer recommendations.
2. BE A PROBLEM
SOLVER: CAN HIT A NERVE, IN A GOOD WAY
Great concept: focus on a problem every office manager faces. It can be about keeping employees in the office during working hours rather than having them leave for the coffeehouse down the street. It can be about building corporate culture by creating a break area that promotes collaboration and a quality refreshment experience for their employees. There’s no need to lead with savings and value, but it makes sense to mention that your company offers better programs that deliver tremendous overall value.
LinkedIn notes that 64% of B2B buyers appreciate it when a salesperson contacts them with relevant information. Problem-solving is relevant.
3. THE FREE OFFER: I HAVE USED IT AGGRESSIVELY
This is an opportunity to be creative. Some prospects can’t pass up a freebie, so it is certainly worth a shot. How many out of 1,000 prospects will bite?
Some possibilities to consider:
• With a qualified coffee service and pantry service program, free water filtration systems for one year.
• A $3,600 product credit with a qualified coffee service and micro market or pantry service program. Do the math. A $100 a month
credit for a high volume program will give your company a solid contract. Price it right, and your margins will be maintained.
I have used both strategies, and they truly resonate with certain decision-makers.
4. THE “MUST HAVE” FEATURE: A TULLIO ORIGINAL
This approach has worked for me over the years, and it’s a different angle than head-on selling. It’s more of an informational mini article about the one feature of your program that your clients are raving about.
Some examples:
• Specialized comfortable furniture designed for break rooms.
• Enhanced lighting to bring the office pantry or micro market to life.
• Your low maintenance, single-cup brewer that cleans at the touch of a button.
• An easy cold brew program that your company offers — no kegs, bag-in-box.
• A special healthy snack of the week.
• Dairy products to meet every dietary need.
Some will respond for one of these two reasons:
• FOMO – Fear of missing out.
• Your special feature solves the current pain point.
5. WORKING TOGETHER TO SERVE THE COMMUNITY
I write the same thing several times each year.
• Cause marketing is powerful.
• Cause marketing feels good.
• Cause marketing works.
Why do so few companies listen? Clearly, some do listen, like Patrick
and Michael Sheehan at Sheehan Brothers Vending, who donated more than 300,000 pounds of food to a local food bank.
C.J Recher clearly gets it too. He has been leading the charge as vice president of marketing for Five Star Breaktime Solutions and the cofounder of Feeding the Future, a nonprofit organization focused on keeping kids from going hungry. In a Vending & OCS Nation podcast, Recher shared how Five Star is making an impact on millions of people’s lives each day in the community — going far beyond serving their customers.
For both Sheehan Brothers and Five Star, their efforts have a positive impact on company culture and elevate their standing in the community. People want to do business with them.
Send that “cause marketing” email that offers a percentage of sales from just one product — like a premium coffee or all energy drinks — to support a well-known local charity. Numerous studies show that Gen Z and Millennials (your clients) choose brands that align with their personal values and prioritize purpose over profit. They expect brands to be more than just sellers. They expect brands to tackle important issues, with Gen Z showing a stronger interest in sustainability and social impact.
FINAL THOUGHTS
LinkedIn offered other email sales tips. I am not sure if I agree with all of them, so I will add my take as well.
LinkedIn tip: While it’s okay to mention your offering as a solution to a prospect, you might be better off saving that for later.
Tullio’s take: I disagree, because we are talking about email here.
Certainly, in your common ground email, it would be smart to mention what companies consider your program a solution.
LinkedIn tip: The more exclusive or insightful the offer is, the more valuable it will be perceived by the lead.
Tullio’s take: If we are talking about the free offer email, make it a very generous offer that gets their attention.
LinkedIn tip: Write the shortest email possible with bullet points, quickly describing how your solution can benefit the prospect.
Tullio’s take: This is excellent advice. Make it quick. Make it compelling.
According to MailerLite, an email marketing firm, business development emails performed better in 2025 than the prior year. The average email open rate in 2025 was 43.46%. This was a slight increase on 2024’s average open rate of 42.35%.
Generating a response is tougher. To make that happen, use varied strategies like those I’ve outlined and maintain a consistent effort. An automated AI system can certainly help. ■
About the author VendingMarketWatch. com contributing editor and industry consultant
Bob Tullio is a content specialist who advises operators in the convenience services industry on how to build a successful business from the ground up and advises suppliers on how to successfully connect with operators. Tullio’s YouTube channel, b2b Perspective, is designed to “elevate your business in two minutes.” Visit www. tulliob2b.com or email bob@tulliob2b.com.
Leadership, innovation and impact:
Meet the 2026 Most Influential Women in Convenience Services
Celebrating the women whose achievements and leadership continue to elevate vending, micro markets and office coffee service.
ach year, Automatic Merchandiser and VendingMarketWatch. com recognize the women whose leadership, innovation and commitment are helping shape the future of convenience services. From operators and technicians to executives and entrepreneurs, these honorees are driving growth, strengthening customer relationships and advancing the industry in meaningful ways. Their stories reflect the talent, resilience and forward thinking that continue to move vending, micro markets and office coffee service ahead.
Congratulations to the following award winners!
TAYLOR BARTHOLOMEWBIBIKAN
Taylor BartholomewBibikan is a results-driven leader with over a decade of experience in the convenience services and automated retail industry. Currently serving as director of national accounts at Automated Retail Technologies, she specializes in customer success, strategic partnerships and implementation of innovative retail solutions for leading brands nationwide. Taylor’s career began in vending operations, where her passion for the industry and dedication to customer experience laid the foundation for her professional journey. Known for fostering cross-functional collaboration and driving measurable growth, she has a demonstrated ability to build strong client relationships and lead teams with vision and purpose.
Taylor BartholomewBibikan
APRIL CATHCART
April Cathcart is a CPG veteran and brand enthusiast with a career spanning multiple categories and channels. She currently serves as chief operating officer at G&J Sales and Marketing, where she focuses on connecting operators, manufacturers and strategic partners across the convenience services ecosystem to unlock incremental value through collaboration.
Previously, as director of sales for unattended retail at Mars Wrigley, April led U.S. strategy and execution across vending, micro markets and emerging retail technology. During her tenure, she helped expand resources and expertise while driving growth, innovation and industry thought leadership.
Known for her people-first leadership style and passion for results, April brings a unique partnership approach to every role. She also serves on the board of directors for the National Automatic Merchandising Association (NAMA) and is most proud to hold the title of “working mom” to her three spunky kiddos.
JOANNA CHOI
Joanna Choi is the senior national partnership manager at Bevi, the smart sparkling water system that’s often imitated and never duplicated. She leads distributor partnerships across North America, building the relationships that power Bevi’s rapid growth.
A proud Cornell graduate, Joanna carved out a standout career across the OCS and beverage world — with key roles at Aramark Refreshment Services, Filterfresh Coffee Service, and iconic coffee brands like Peet’s, Irving Farm and Nespresso.
Today, Joanna is known for turning partnerships into performance. She drives strategic initiatives that deliver real results, champions high impact collaboration and builds distributor relationships that last. With deep industry expertise and a hands-on, personalized approach, she helps businesses grow stronger, faster and smarter.
MONICA DIAZ
Monica Diaz is a senior strategic account director at Crafty, where she oversees some of the largest and most complex client programs. For the past 8.5 years, Monica has worked directly with clients across the globe to shape their food and beverage programs and help Crafty scale from one market to over 45. Monica established Crafty’s first Client Success department, shaping its structure, approach and expectations. She is motivated by solving complex challenges, supporting her team’s development, and fostering long-term client partnerships.
ASHLEY HUBLER
Ashley Hubler is chief marketing officer at The Wittern Group, parent company of U-Select-It (USI), where she serves on the executive team and drives growth through digital transformation, brand strategy and integrated marketing. Ashley serves on the board of directors for NAMA, is a member of the Board Audit Committee, a trustee of the NAMA Foundation, and contributes to NAMA’s Government Affairs and Education Committees. She is actively involved in NAMA’s Women in Industry and is a former member of the Emerging Leaders Network. At the state level, Ashley serves as secretary of the Iowa Automatic Merchandising Association. She holds an MBA with Distinction from the University of Iowa, has completed executive programs at the University of Pennsylvania’s Wharton School and Michigan State University’s Eli Broad College of Business (NAMA’s Executive Development Program), and is a Project Management Institute certified PMP.
Through her deep knowledge of the company, her clients and the industry, she is the go-to person for shaping Crafty’s technology to provide clients what they need while increasing internal efficiencies. She is passionate about connecting people and greatly values relationships.
Monica spoke on an industry panel in December 2024 sharing insights on how to grow existing business through pantry.
“A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go but ought to be.”
— Rosalynn Carter, former first lady of the United States
April Cathcart
Ashley Hubler
Joanna Choi
Monica Diaz
ALLISON KRUPP
Allison Krupp is a resultsdriven product operations leader currently serving as senior manager of product operations at 365 Retail Markets, where she brings more than eight years of experience driving operational planning, project implementation and customer operations. Allison is passionate about executing and closing
complex initiatives efficiently, creating space for innovation and future growth.
Allison has held many roles at 365 Retail Markets, including manager of international customer operations and international business development manager. These roles helped her build a deep expertise in cross-functional collaboration, global operations and problem-solving. Her
ROBIN LEESON
Robin Leeson was nominated for the 2026 Most Influential Women in the Convenience Services Industry for her work with national accounts for International Marketing Systems, serving OCS operators.
GRETCHEN M cDONALD
Gretchen McDonald has had a transformative impact on the industry, blending high level logistics with a deep-rooted understanding of operator needs. She started her career with Naturals2Go, mentoring operators on building a scalable vending business and coaching them on expansion into coffee and markets. Before returning to her roots as a supply chain manager, Gretchen built a reputation for excellence as a successful route owner. Managing a fleet of 40 machines, she gained firsthand insight into the daily challenges of today’s operator — experience she now leverages to optimize equipment and streamline supply-chain efficiencies for hundreds of entrepreneurs nationwide. Gretchen’s dual perspective is a rarity. By modernizing procurement and advocating for resilient logistics, she has ensured that Naturals2Go operators remain competitive in a volatile market. Her commitment to mentorship and her “boots-on-theground” expertise make her a cornerstone of the convenience services community and a true industry trailblazer.
work has contributed to industry recognition, including 40 Under 40 by Automatic Merchandiser. Allison holds a bachelor’s degree in communication from Central Michigan University, is currently pursuing her Professional Certificate in Product Management from Northwestern Kellogg School of Management and is the former Membership Chair for NAMA’s Emerging Leaders Network.
KERRIE NOLLETTE
With over two decades of experience at Pyramid Technologies, Kerrie Nollette evolved from a firmware developer into a visionary vice president of engineering. She leads an interdisciplinary team of electrical, embedded, mechanical and software designers, driving innovation at the intersection of hardware and user experiences.
By approaching every project with the curiosity of an end user, Kerrie ensures Pyramid’s products are both intuitive and technically sound. She fosters a collaborative environment where product development balances a user-friendly consumer interface with robust implementation for industry partners. Her leadership bridges the gap between engineering excellence and real-world application, transforming sophisticated designs into reliable, market-ready solutions.
Kerrie contributed to technical standards committees for over a decade, serving the convenience services and amusement sectors through NAMA and AAMA. Outside work, she enjoys spending time with family, volunteering for local community initiatives and losing herself in a great book.
PAMELA PATTERSON
Pamela Patterson is a respected leader in the convenience services and automated retail industry. At Optimal Station, Pamela plays a central role in leading high profile experiential vending and automated retail activations for major brands, including JP Morgan Chase, Berkeley Fishing and Toyota. These clients frequently cite her attention to detail, proactive communication and operational discipline as key factors in achieving critical performance indicators such as on-time deployment, consumer engagement rates, brand interaction quality and overall event success. Her ability to align vending technology with marketing objectives has helped brands confidently adopt automated retail as a powerful experiential channel, often expressing appreciation that vending was chosen as the activation medium due to the results delivered.
In addition to her professional accomplishments, Pamela is actively involved with No Kid Hungry in Richmond, Va., where she applies her industry knowledge to help ensure children have access to healthy, nutritious food options.
Gretchen McDonald
Kerrie Nollette
Allison Krupp
The Most Influential Women
Allison Krupp Manager, Product Operations
Briana Théraube Manager of Sales, Dining SaaS
Allison Ulnick Sr. Manager, Brand Marketing
BRITTANY PRAGER
Brittany Prager is a seasoned CPG executive with a successful track record of building and scaling business units across The Hershey Company. Brittany is currently a national account manager, where she has built a nine-year career driving growth across various channels. In her current role, she calls on The Compass Group, managing strategic partnerships within their multi-sector business while delivering innovative solutions that align brand objectives with customer needs.
Throughout her tenure at Hershey, she has consistently demonstrated a strong ability to translate data into action, elevate customer engagement and support sustainable revenue growth across complex, multi-location accounts. She is known for her collaborative approach, attention to detail and commitment to operational excellence. Brittany is passionate about advancing the convenience services industry, fostering long-term partnerships and working with future leaders in the space.
LINDA SALDAÑA
Linda Saldaña is the co-founder and chief executive officer of Seventh Wave Refreshments and Galia Coffee Company, purpose-driven companies dedicated to transforming the modern workplace through elevated refreshment and hospitality experiences. With nearly 15 years of industry experience, Linda is widely recognized for her innovative leadership, operational excellence and people-first approach.
She began her career as a sales director at Southern Refreshment Service, where she developed a deep understanding of the workplace services industry and discovered a passion for creating meaningful, high quality experiences for both clients and teams. That foundation became the catalyst for a bold entrepreneurial vision.
In 2020, amid unprecedented global challenges, Linda co-founded Seventh Wave Refreshments with a clear mission to bring joy to the workplace, and care and excellence into every space served. Under her leadership, the company has redefined service standards in the industry, pioneering a distinctive white-glove, no-contract model that prioritizes quality, trust, convenience and genuine partnership.
In just five years, Seventh Wave Refreshments has experienced rapid growth, now serving hundreds of offices and organizations while expanding across multiple channels, including micro markets, office pantry programs and specialty coffee services. Through Galia Coffee, Linda has further extended her vision by creating premium coffee experiences rooted in craftsmanship, hospitality and connection.
Linda is known for her commitment to innovation and culture-driven leadership. She believes sustainable growth is built through stewardship of people, resources and relationships and continues to lead with a focus on unity, excellence and long-term impact. Her work is shaping the future of workplace hospitality, proving that exceptional service and human-centered leadership can coexist at scale.
“Fight
— Ruth Bader Ginsburg, U.S. Supreme Court justice
Brittany Prager
Linda Saldaña
KRISTIN SCOTT
Kristin Scott is a veteran hospitality and workplace services professional with more than 25 years of experience and a passion for creating breakrooms that truly bring people together. As a leader at Michiganbased All Star Services — a familyowned company proudly operating for over 63 years with strong, values-driven leadership — she works alongside her team to deliver innovative, high impact solutions in coffee service, pantry programs, vending and Bistro To Go micro markets, helping workplaces feel more connected, energized and appreciated. Kristin takes great pride in working for an organization that genuinely cares about its clients.
Known throughout the industry as the “Breakroom Guru,” Kristin champions All Star’s partnership with USConnect, showcasing how rewards programs and digital platforms enhance employee satisfaction and loyalty nationwide. Her work bridges service, technology and relationship management to create customized workplace experiences.
Married for 34 years, Kristin is the proud mother of four talented children and a devoted grandmother of one. Outside of work, she enjoys exercise, cycling spin classes, golf and living her faith, bringing the same energy, discipline and purpose to every part of her life.
BRIANA THÉRAUBE
Before selling catering software, Briana Théraube spent years living the operational realities it is built to support. Briana began her career in catering operations, developing a foundation in hospitality that continues to shape how she approaches food technology today. A culinary school graduate with more than 14 years in catering, events and food-focused businesses, she brings a practical, operator-informed perspective rooted in real service environments. Briana believes the strongest food systems are built by listening to hospitality professionals and operators who manage the day-to-day realities of service.
A people-first leader, Briana is known for going above and beyond for her client While she is deeply concerned with access to food, food insecurity and inequities in food systems, her advocacy today shows up through curiosity, learning and civic engagement. Originally from New Jersey and now based in Denver, she spends her time outside of work gardening, baking, renovating her home and keeping up with her three dogs.
BRITTANY TRESEMER
Brittany Tresemer is the director of marketing and commercial excellence for Franke Coffee Systems Americas. With 15 years in commercial foodservice manufacturing, including eight years at Franke, she has built a reputation as a strategic, people-first leader supporting operators and partners across the broader foodservice landscape, with convenience retail as a key area of impact.
Known for her approachable style, Brittany is often described as a culture promoter who fosters collaboration, trust and team success. A committed mentor and advocate for developing talent, she takes pride in helping her team succeed and guiding young professionals as they grow. Her influence extends beyond Franke: she has contributed to multiple industry publications and was honored in Automatic Merchandiser’s 40 Under 40.
Brittany champions women in the industry, supporting Franke’s involvement with Convenience Store Women and the Women in Foodservice Forum. She stays grounded in her purpose to serve people and elevate the businesses she supports.
APRIL CATHCART
Chief Operating Officer
April brings deep industry experience and leadership that supports G & J Marketing and Sales continued orward Together focus on delivering strong solutions for manufacturers, operators, and distributors.
Kristin Scott Brittany Tresemer
Briana Théraube
ALLISON ULNICK
Allison “Allie” Ulnick is the senior brand marketing manager at 365 Retail Markets, where she plays a key leadership role in shaping brand strategy and go-to-market execution across the company’s smart retail ecosystem.
Operating at the intersection of technology, operator needs and industry evolution, Allison drives the strategic positioning of integrated
hardware and software solutions serving vending, micro markets, dining, hospitality and higher education. She partners closely with executive leadership, product development, sales and field teams to ensure innovation is not only brought to market, but aligned to long-term operator growth and measurable business impact.
Allison has played a pivotal role in elevating 365 Retail Markets’ brand architecture, vertical expansion strategy and experiential trade show presence, helping transform how the industry understands
ANTARES VARGAS
Antares Vargas is a creative entrepreneur and the founder of Keep That Vending, a luxury vending and micro market company serving residential and commercial properties across Los Angeles. With a background in entertainment as a producer, editor and storyteller, she brings a unique blend of creativity, strategy and people-first thinking into an industry that is often purely operational.
Over the past two years, Antares has built and scaled a successful vending and micro market operation from the ground up. What started as a single machine has grown into a rapidly expanding portfolio of high-end vending machines and curated micro markets designed for modern apartment communities. She has hands-on experience in sourcing equipment, contract negotiations, pricing models, inventory management, product curation, logistics and property relationships in competitive urban markets.
Antares is especially passionate about helping new operators navigate the realities of the business, from avoiding common startup mistakes to building sustainable systems that allow for growth without burnout. She believes vending can be both profitable and intentional, combining convenience with design, community awareness and strong service standards.
As a mentor, Antares offers real-world insight, transparency and encouragement to operators serious about building long-term success. Her goal is to help others enter the industry with confidence, clarity and a mindset rooted in both strategy and care.
NAKIA WHITE-HAZEL
Nakia White-Hazel is recognized for her work as CEO of Life’s Sweet & Savory Vending, a thriving operation providing breakroom solutions to the Low Country region of South Carolina. Nakia serves as COO, overseeing day-to-day operations and ensuring that customers receive stellar service. Starting at the end of 2019, right before the world was hit by the pandemic, Nakia propelled the company to new heights with a clear vision, a strategic growth plan, and 19 years of experience in data analysis as an educator. Her plan has proven successful through the expansion of Life’s Sweet & Savory Vending’s offerings and customer base.
connected retail technology. Her leadership centers on bringing clarity to complexity — translating sophisticated platforms into cohesive market narratives that build trust, accelerate adoption and strengthen industry partnerships. Known for her strategic foresight and collaborative leadership style, Allison is committed to advancing the convenience services industry by positioning technology not as a feature set, but as a growth engine for operators navigating a rapidly changing landscape.
REANNE ZAHN
Reanne Zahn
Reanne Zahn has spent six years with Summit Correctional Services, including four as retail field support manager, and brings more than 20 years of food service experience to the correctional retail sector. In just the past year, she has led the design, installation and successful launch of more than 13 micro markets, reshaping how officers and staff access convenient, secure food options. Reanne is deeply involved in every phase, from site preparation and equipment selection to kiosk programming and product curation. When challenges arise, she develops solutions herself, learning new skills to keep projects on schedule. She trains onsite teams, supports long-term performance, and collaborates across IT, procurement and operations. Through hands-on leadership and precise, consistent execution, Reanne has elevated Summit’s micro market program and set a new standard for innovation and excellence in correctional convenience services. ■
Allison Ulnick
Antares Vargas
Today’s OCS must serve up a range of flavorful, plant-based, and clean-label
By Joy LePree, Contributing Writer
The days of stale, black breakroom coffee are long gone. To keep employees happy, today’s office coffee service (OCS) operators must serve up a high quality cup of joe along with the personalized flavor profiles employees are likely to find at their neighborhood café. This means workplace operators must think beyond the basics and offer a choice of coffee “whiteners” that includes unique flavors, healthier options and plant-based alternatives to satisfy the growing need for differentiation and variety.
EMPLOYEES DEMAND SATISFACTION IN EVERY CUP
The good news is that 97% of coffee drinkers agree that drinking coffee is an enjoyable experience, and 62% of employees say high quality workplace coffee improves their daily satisfaction, according to the 2025 Coffee mate Away from Home Datassential Study.
The bad news? Sixty percent of office coffee drinkers are not satisfied with their current options, and 48% say poor coffee negatively impacts their perception of their employer, say reports from Curion Insights and the National Coffee Association.
Fortunately, coffee whiteners are an easy way to ensure satisfaction in the breakroom, according to the 2025 Technomic Away-From-Home Beverage Navigator. Why? Because nearly 75% of coffee drinkers prefer hot brewed coffee whitened. But, today’s workforce thinks variety is the spice of white.
SAVOR THE FLAVOR
Coffee mate’s Away from Home study found that 88% of coffee drinkers believe the ability to personalize and customize their coffee is important. A whopping 87% say coffee creamer enhances their coffee-drinking experience, and more than 75% of respondents use flavored creamer and enjoy trying new flavors. This is especially true of younger consumers. “Younger consumers want personalization, seasonals and unique flavors,” says Pasquale LaRocca, senior brand manager for Coffee mate at Nestle Professional Solutions.
Although Coffee mate’s Original, French Vanilla and Hazelnut are the brand’s most popular flavors in the workplace, many other flavors, including off-beat combos — like its
Caramel, Maple, Waffle, Bacon Oat
Milk creamer — are available to perk up the workplace coffee-drinking experience. Coffee mate plans to offer Snickers, Crème Brulee, Pumpkin Spice and Peppermint Mocha flavors on a rotating basis throughout 2026.
“One of the many things I love about Coffee mate is our rich history,” says LaRocca. “Since 1961, we are working on perfecting one thing … how to make every cup delicious and something to feel good about.”
of coffee drinkers believe the ability to personalize and customize their coffee is important.
— Coffe mate’s Away from Home Study
Confirming the importance of flavor, Danone’s International Delight devised a pop-up, hiddencamera social experiment — the Simply Coffee Café, disguised as a coffee shop — to capture consumer reactions to offers of free coffee without creamer, foam or flavors. Danone says the reaction — “we hate plain coffee” — highlighted what people really love about coffee…the flavorful creamer.
“Creamer lovers believe that plain coffee sucks, and we couldn’t agree more,” says Olivia Sanchez,
Coffee mate’s Original, French Vanilla and Hazelnut are the brand’s most popular flavors in the workplace. Offering flavored whitener options is an easy way for operators to perk up the workplace coffee drinking experience.
Nestle Professional Solutions
senior vice president of creamers for Danone North America. “Creamer fans not only reach for International Delight to add delicious flavor to their cup of coffee, but they choose International Delight because we bring joy to every cup through our flavors like French Vanilla, Caramel Macchiato or Hot Chocolate Marshmallow. Without creamer, ‘coffee lovers’ don’t exist.”
Jumping on the flavor innovation bandwagon, Chobani recently debuted two new flavors: Chocolate-Covered Strawberry and Toasted Coconut Vanilla, both made with “real cream, real milk, cane sugar and natural ingredients.” The company describes the limited-time Chocolate Covered Strawberry as a “decadent creamer crafted with real Dutch cocoa.”
A (COFFEE) BREAK FROM TRADITION
Chobani is on to something. While traditional flavored coffee creamers are wildly popular, many office coffee drinkers want whiteners that align with their dietary preferences, including plant-based, low sugar and minimal-ingredient options.
According to the June 2025 Coffee Creamer Market Share, Size, Trends & Industry Analysis Report by Polaris Market Research, the trend toward healthier and natural alternatives, along with non-dairy options such as almond, soy, oat and coconut milk, is contributing significant growth to the industry.
Per the report, non-dairy creamers accounted for the largest market share in 2024, driven by the
escalating demand for plant-based products, the expanding vegan population and a rise in lactose intolerance. And, the fat-free creamer segment is expected to grow during the forecast period thanks to consumers who want to minimize calorie and fat intake.
Similarly, S&S Insider’s Coffee Creamer Market Report, which predicts the U.S. coffee creamer market will reach over $2 billion by 2033, says a rising demand for plant-based and dairy-free creamers is driving growth.
“Driven by the ongoing pursuit of healthier, clean-label, vegan-friendly options, consumers are replacing traditional dairy creamers with almond, oat, soy and coconut varieties,” notes the report. “In 2025, over
55% of non-dairy coffee consumers preferred plant-based options, making it the fastest growing segment.”
Accordingly, new nondairy creamers allow plant-based coffee lovers to enjoy their cuppa on their terms. For example, expanding beyond its original line of almond milk creamers, Malk now offers coconut creamers in Unsweetened, Vanilla and Sweet Cream flavors.
The coconut-based creamers are certified USDA Organic, non-GMO and glyphosate-residuefree. “The products deliver rich, satisfying flavor without compromising on ingredients, so consumers can feel good about what they’re adding to their daily routine. We’ve seen a strong demand for coconut-based options,” says Ryan Rouse, Malk’s president.
natural sweetness, prebiotic fiber, avocado oil and medium-chain triglycerides (MCT) oil for a smooth, creamy texture. According to the company, it contains no refined seed oils, no gums and no “weird” preservatives for a “stark contrast to the ingredient lists of conventional non-dairy creamer packets.”
percent of consumers prefer creamers made with natural ingredients, while four out of 10 are looking to reduce sugar intake, according to a survey by Kantar and Danone.”
THE BEST PART OF WAKING UP IS FUNCTION IN YOUR CUP
And, for office coffee drinkers looking for clean-label ingredients and functional benefits in their morning cuppa, Laird Superfood recently reformulated its liquid creamer line with USDA-certified organic ingredients, including organic coconut milk and organic vanilla extract, which it says offer “real-food ingredients and flavor without seed oils or artificial sweeteners.”
And, Plant Oat now offers its oatmilk creamer in a variety of limited-edition flavors such as White Chocolate Raspberry to satisfy the flavor cravings of today’s plant-based coffee klatch. According to Planet Oat, the company sees growing interest in flavor, variety and sophistication in coffee, and it strives to indulge those demands with decadent flavor profiles.
Beyond flavors, S&S’s report notes that high sugar content and clean-label concerns are pushing consumers to avoid artificial ingredients in coffee creamers. Creamer manufacturers are poised to fill those cups, too.
For example, JOI’s Oat Milk Creamer non-dairy creamer packets are formulated with organic oats for
And, Danone’s Too Good & Co. yogurt brand is introducing coffee creamers in three flavor options — Sweet Cream, Roasted Vanilla and a seasonal Lavender — each containing about 3 grams of sugar per serving. Danone’s Sanchez says, “Sixty-eight
Rather, ingredients include lion’s mane functional mushrooms, adaptogens and MCTs to deliver creaminess. Laird’s creamer line now includes a caramel variety along with Sweet & Creamy, Vanilla and Unsweetened.
And Javvy Coffee now offers its functional creamers with 11 grams of protein and no sugar per scoop in three new flavors: White Chocolate Mocha, Sweet Cream and Hazelnut. The lactose-free creamers contain no sugar or artificial sweeteners, colors or other ingredients, but offer prebiotics and MCTs to support gut health, energy and cognitive function.
of non-dairy coffee consumers preferred plantbased options, making it the fastest growing segment.
— S&S Insider’s Coffee Creamer Market Report
With growing demand for unique flavors, clean-label and plantbased creamers, smart operators should offer a variety of whiteners so employees can find satisfaction in their cup as well as in their breakroom. ■
Charles
States tighten and expand sales tax rules, challenging unattended retail operators
In 2025, more than 400 state and local sales tax rate changes reshaped compliance requirements for unattended retail operators. From vending machines to micro markets, new regulations and inconsistent formulas are creating confusion and, in many cases, overpayment. Experts warn that understanding nexus, resale exemptions and correct location-based reporting is essential to avoid costly audits and penalties.
By Scott Walters
In the first half of 2025, states made 408 sales tax rate changes, including creating new sales tax rates, resulting in a 24% increase compared to the first half of 2024. This trend is expected to continue as states struggle to generate new revenue.
Unattended retail sales in 2025 were especially strong. While estimates vary, everyone agrees the upward trajectory was fueled by advancing technologies used with vending machines, micro markets, smart coolers, autonomous kiosks, and the integration of AI
and mobile applications.
The Tax Foundation published a 2025 report that stated retail sales tax revenue accounted for 32% of all state tax collections and 13% of all local tax collections (24% of combined collections). Currently, 45 states collect state sales tax, and
38 states collect local sales tax, including Alaska, which does not impose a state sales tax.
Local sales tax rates can be substantial and, in some cases, can rival or even exceed state sales tax rates. In this article, I’ll provide specific information about some of the state and local sales tax changes that occurred in 2025 and their impact on tax compliance.
REGISTERING WITH STATE AND LOCAL GOVERNMENTS
Most states define vending machine, micro market and smartcooler operators as retailers. They fall into the category of unattended retail operators. The existence of tangible personal property — vending machines, coffee machines, shelving, coolers, kiosks — establishes a physical presence.
All taxing authorities define
“nexus” — the obligation to collect sales tax —to exist when there is a physical presence. Therefore, sales tax revenue is not a factor when determining whether to calculate and remit sales tax on products sold through any of these devices.
In addition to registering to remit sales tax, most states and local tax authorities require some other form of business license and/or permit to operate a vending machine, micro market or unattended kiosk.
Once registered, the owner has the obligation of calculating, reporting and remitting sales tax. Sales tax rates are always based on the physical location of the machine or equipment. They are never based on the home office location.
TAX CALCULATIONS
Calculating the amount of sales tax due can be complex. Formulas
for vending machine sales are often different than sales from a micro market or unattended kiosk. Several states also have defined specific formulas used for food and non-food sales.
Because of this, we have observed that many operators are overpaying sales tax. Incorrectly applying sales tax calculation formulas, or using a sales tax rate based on their home office location, are often the main culprits. Some examples include:
• Calculating sales tax based on the total amount sold when the sales tax is included in that total.
• Applying the tax rate to exempt products.
THE MOST COMMON MISUNDERSTANDING ABOUT SALES TAX
“If I paid sales tax when purchasing my inventory, I don’t have to collect sales tax when I sell it.”
False! Sales tax is always collected on taxable items sold through a vending machine, micro market, unattended kiosk or smart cooler.
The final consumer pays the sales tax, not the reseller. To avoid being charged sales tax by your supplier, you must provide a valid resale certificate.
RESALE EXEMPTIONS
In previous articles, we have discussed misunderstandings related to tax-free purchases of inventory sold through a vending machine or micro market. A retailer registered with a taxing authority can present a resale exemption certificate to its suppliers, enabling it to buy inventory without paying sales tax. If you are not purchasing sales tax-free, you are at risk of double taxation.
FILING OF TAX RETURNS AND COMPLIANCE
Each state has its own format regarding how gross sales, taxable amounts, exempt amounts and sales taxes collected need to be reported.
The states with local sales tax rates are California, Colorado, Florida, Illinois, Ohio, Missouri, Tennessee and Texas. Those states require sales revenue and applicable sales tax to be reported to the taxing authority based on the location of the vending machines or micro markets. This same requirement applies to traditional brick-andmortar retail stores as well.
A majority of businesses feel that compliance ends after they file their tax returns, but the real key to compliance is the quality of the
records that support the returns. These form the basis of your defense if you are ever audited.
Regardless of company size and experience, many operators consistently struggle with similar issues:
• Complex state and local registration requirements
• Sales tax compliance
• Product taxability
• Technological limitations in tracking and reporting accurate data
This article has highlighted the importance of correctly registering with taxing authorities, using resale exemption certificates to avoid double taxation, and understanding product-specific tax rules.
As the market continues to trend toward cashless payment systems, taxing authorities can more easily monitor and review transactions, making good accounting and auditing practices even more essential to avoid costly audits and fines. ■
About the author
Scott Walters is the co-founder and CEO of Tacs LLC. Scott has worked for over 30 years with a focus on sales and use tax. He has extensive experience in the implementation of tax technology to simplify the accounting process. Scott’s background includes multiple roles at leading tax technology companies as well as a director at the Tier 1 accounting and consulting firm PWC. He can be reached at 865-304-3212 or scott_walters@tacssoft.com.
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Fresh food, disciplined growth
Many convenience services companies begin with a route. Sheehan Brothers Vending began with a gumball machine — and a family willing to take a chance.
By Linda Becker, Head of Content
n 1956, brothers James and Dennis Sheehan purchased a small gumball route in Springfield, Ohio, hoping to earn a bit of extra income while keeping their full-time jobs. The idea worked. One route became several. Soon, vending machines followed, and what began as a side hustle (before “side hustles” were a thing) evolved into a fulltime business run out of the family garage. The brothers eventually moved their business into a permanent facility.
“That’s just where everything took off,” Patrick Sheehan said. “One gumball route turned into three, turned into six.”
Seven decades later, Sheehan Brothers remains familyowned, now led by third-generation executives Patrick Sheehan, president, and Michael Sheehan, vice president. Under their leadership, the refreshment services operator has a growing regional footprint across Ohio and Northern Kentucky, anchored by micro markets, fresh food, vending and office coffee service.
and a 70-year family playbook
The company’s growth has not been fueled by explosive expansion or chasing every opportunity. Instead, it is a story of steady growth, smart choices and leaders in each generation willing to make the tough calls needed to protect the future of Sheehan Brothers Vending.
AFTER GUMBALLS, THE ONE THAT REALLY MATTERED
Every leader of an independent, multigenerational convenience services business faces moments when they must choose the path forward. For Sheehan Brothers, a key moment was when Dan Sheehan had to decide whether to prioritize short-term revenue or long-term sustainability. At one time, the company operated manual foodservice and cafeteria-style programs, serving several large customers. The work generated revenue but demanded heavy labor and complicated logistics, yet produced thin margins. Dan Sheehan, James Sheehan’s son, and Maribeth Mahoney, Dennis Sheehan’s daughter, who together led the company at that time, ultimately chose to exit the segment entirely, even though doing so meant losing the company’s six largest accounts.
“But, we just were losing money hand over fist on manual food,” Michael Sheehan said.
Leading Sheehan Brothers Vending’s continued growth are (from left): Patrick Sheehan, president; Jeannie Seery, human resources director; Matt Ryan, general manager; Michael Sheehan, vice president; Kaitlin Dobson, senior director of operations; and Patrick Tehan, controller.
Images provided by Sheehan Brothers Vending
“Getting out of it was the best thing that ever happened to Sheehan Brothers.”
The decision was painful at the time, but it sharpened the company’s focus. By stepping away from services that strained the business, Sheehan Brothers could concentrate on vending, fresh food production and breakroom programs, building a business it could operate efficiently and profitably.
Patrick Sheehan said that philosophy — protect the fundamentals first — still shapes how he leads the company. His father
emphasized operational efficiency and profitability above all else, and that approach continues to guide how he and Michael evaluate new products, services, acquisitions and expansion opportunities. That long-term mindset has allowed Sheehan Brothers to grow deliberately, he said.
OUTSIDE EXPERIENCE RESHAPES THE THIRD GENERATION
Third-generation family members often feel pressure to join the business. But, while both Michael and Patrick
I just got obsessed with making real-world changes and seeing it show up on the next month’s income statement.” — Patrick Sheehan, president
Sheehan worked at Sheehan Brothers while growing up, their decision to join the company came only after they had spent time in Chicago building careers. Both say those experiences — which gave them outside perspectives that continue to influence how they approach leading Sheehan Brothers — were invaluable. Patrick worked in logistics, learning about systems management, performance tracking and operational structure, while Michael worked in staffing, gaining experience in recruiting, retention and workforce development. All are invaluable skills in a labor-intensive service industry. When Patrick returned to Springfield in 2016, he saw immediate opportunities to modernize the company’s infrastructure and improve its processes. Many systems were still manual. Sales tracking was limited. Reporting lacked consistency.
From its headquarters in Springfield, Ohio, the Sheehan Brothers Vending leadership team guides the company’s expansion while maintaining strong roots in the community it has served for three generations. Pictured from left: Paul Sheehan, vice president of sales, Matt Ryan, Michael Sheehan, Patrick Sheehan, Patrick Tehan, Kaitlin Dobson (kneeling) and Jeannie Seery.
Among the early technology additions was CRM software to help the company better manage its sales pipe line and improve its reporting. Patrick also expanded underdeveloped service segments — particularly office coffee — while putting the operational pieces in place to support future growth.
“I just got obsessed with making real-world changes and seeing it show up on the next month’s income statement,” he said.
The results came quickly. Revenue grew, the team expanded and the company began building an organization capable of supporting longterm expansion.
Michael joined the company in late 2019, bringing complementary strengths. The brothers intentionally divided responsibilities — Patrick overseeing sales, finance and strategy while Michael leads operations and execution — in a structure designed to support growth while maintaining accountability.
ANOTHER TURNING POINT: THE PANDEMIC
Michael’s return coincided with a period of major transition for Sheehan Brothers Vending — and the rest of the world. In 2019, Dan Sheehan bought out Maribeth Mahoney and began investing heavily in a new commissary next to company’s Springfield headquarters. It would give Sheehan Brothers the capacity to meet rising fresh food demand and expand.
Then COVID-19 arrived.
Like operators across the country, Sheehan Brothers faced uncertainty as customers cut staff, shifted to remote work and closed offices.
But Sheehan Brothers’ customer mix, heavily concentrated in manufacturing, logistics and distribution facilities — as well as its commission-based
approach to drivers’ compensation — provided resilience. Many of its customers’ facilities remained operational as essential workplaces, allowing the company to maintain service and stabilize revenue faster than
operators that relied primarily on office environments.
“We left COVID the least unscathed out of any operator I’ve talked to because of our demographic,” Patrick said. “We never had to lay off more
than a handful of employees for just a few weeks due to COVID.”
Yet the company was unable to avoid all of the effects of the pandemic. As businesses and workplaces reopened, the labor market tightened dramatically. Recruiting and
retaining route drivers became significantly harder, forcing Patrick and Michael to step in personally at times to keep service consistent.
“There were weeks where I was on the truck running routes and filling markets,” Michael said.
“The problem was, it felt kind of out of our control, too, because we were doing all the right things. We were really focusing on company culture, the workplace experience for the drivers — for all the employees,” Patrick said. The post-pandemic hiring challenges many companies faced continued until the company developed a strategic approach: interviewing even when all positions were staffed, to build a roster that could fill open positions quickly. By 2022, the staffing disruptions eased.
BUILDING OWNERSHIP INTO THE ROUTE STRUCTURE
Sheehan Brothers’ commissionbased route driver compensation is one aspect that they credit for their success. Rather than relying solely on hourly wages, drivers earn a mix of commission and mileage pay tied directly to account performance. The Sheehans believe the structure encourages accountability and entrepreneurial thinking at the route level.
“My dad — I’ll never forget this
Data helps Sheehan Brothers Vending optimize its micro markets, guiding forecasting, merchandising decisions and route planning to improve efficiency and customer experience.
line — would always say, ‘The same drivers that would come to me complaining about giving them new stops when they were paid hourly, came to me the very next day asking for more accounts after we switched everything to telemetry and commission,’” Patrick said.
Drivers at Sheehan Brothers have a strong sense of ownership over their routes and accounts, strengthening customer and driver retention.
“They’re going to make more money if their accounts are full,” Patrick said. “It turns the routes they’re servicing into like their stores.”
Telemetry and cashless systems provide real-time data to improve route efficiency and product mix. Drivers can service more locations strategically and reduce unnecessary stops.
MICRO MARKETS DRIVE GROWTH
While vending remains an important service, micro markets have become Sheehan Brothers’ primary focus, and the largest share of revenue. The
company installed its first micro market more than a decade ago and has steadily expanded since. Micro markets also complement the company’s fresh food capabilities by providing space to showcase items that are
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Fresh, in-house prepared food helps Sheehan Brothers Vending stand out and deliver for its customers with commissary-produced sandwiches, salads, fruit parfaits and grab-and-go items.
difficult to sell effectively through traditional vending. Hundreds of installations later, the company continues to build markets as employers increasingly view breakroom quality as a workforce retention tool rather than simply an employee perk.
MANAGING FRESHNESS AND GIVING BACK
If micro markets are the growth engine, fresh food is the company’s competitive edge.
Sheehan Brothers produces sandwiches, wraps, salads, parfaits and other grab-and-go items daily in its commissary. The Sheehans view the program as central to the company’s identity — and a key reason that customers choose Sheehan Brothers over competitors.
“We all sell similar drinks and snacks,” Patrick said. “But not
everyone has Sheehan Brothers’ fresh food.”
Producing food in-house gives the company control over quality, menu development and pricing. It also allows a faster response to customer preferences and ensures consistency across locations.
Running a large fresh food program requires careful inventory management. The Sheehans monitor spoilage closely, aiming to maintain full, appealing coolers while minimizing unnecessary waste.
Food that hasn’t sold by its sellby date is returned cold and donated through the local Second Harvest Food Bank, which distributes meals across the community. Donation totals have increased alongside the company’s growth, with Sheehan Brothers Vending donating more than 300,000 pounds of fresh food
READY TO SELL YET?
Patrick Sheehan, Matt Ryan and Michael Sheehan monitor spoilage closely, aiming to maintain full, appealing coolers and markets while minimizing unnecessary waste.
— the equivalent of more than 250,000 meals — in 2025 alone.
Patrick also supports the food bank by serving on its board. “I can tell you: Ever since COVID, our numbers aren’t even meeting anywhere near their needs. So, it’s really cool to see firsthand how just our spoiled stuff — that could just be thrown in the trash, or that a lot of operators might throw in the trash — we can give it away, and it goes to a good cause right in our local community.”
The donation program is part of a larger community outreach by the company, which also has provided more than $100,000 in charitable contributions to the Greater Springfield Partnership.
EXPANSION BEYOND SPRINGFIELD
For most of its history, Sheehan Brothers operated primarily from Springfield. That changed in 2024 with the opening of the company’s first branch in northern Kentucky, expanding service into Louisville, Lexington and surrounding markets. The move followed a series of acquisitions that strengthened the company’s regional presence and added routes, customers and operational capacity.
“We just opened our first branch and expanded our geographic territory for the first time in 69 years,” Patrick said last year. “And a year into that, we’re feeling pretty good about it.”
Nearly 70 years after a single gumball route launched the business, Sheehan Brothers Vending continues to evolve — combining family tradition, operational discipline and a modern approach to convenience services.
JOB COMMITMENT • INDUSTRY INVOLVEMENT • CONTRIBUTION ACHIEVEMENT IN THEIR POSITION • INNOVATION IN THE FIELD
Featured in the June/July issue of the magazine, 40 Under 40 highlights innovators who demonstrate leadership and a commitment to advancing convenience services for vending, micro markets and workplace beverages.
Acknowledge yourself or a colleague for dedication to the convenience services industry.
Deadline: April 3, 2026
Nominate today! https://bit.ly/40under402026
Nominees must be 39 years old or younger as of July 1, 2026, to be eligible.
