Progressive Grocer_Oct_2025

GENNEXT HONOREES SHOW INDUSTRY’S FORWARD MOMENTUM ON THE GROW Super Regionals focus on expansion BEYOND CIGARETTES Tobacco category can play key role at grocery ENGAGING WITH YOUTH Retail media could make the difference

George W. Jenkins Publix Founder

THE LEGACY OF PUBLIX

The retailer celebrates 95 years of service, ownership and quiet excellence

ACTIONABLE INSIGHTS & CONNECTIONS POWERING BUSINESS GROWTH EnsembleIQ is the premier resource of actionable insights and connections powering business growth throughout the path to purchase. We help retail, technology, consumer goods, healthcare and hospitality professionals make informed decisions and gain a competitive advantage.

EnsembleIQ delivers the most trusted business intelligence from leading industry experts, creative marketing solutions and impactful event experiences that connect best-in-class suppliers and service providers with our vibrant business-building communities.

ENSEMBLEIQ.COM

Contents 10.25

Volume 104 Issue 9

18 COVER STORY

The Legacy of Publix The retailer celebrates 95 years of service, ownership and quiet excellence.

8 SOLUTIONS

30 FEATURE

How Bloom is Shaping Wellness-Focused Energy Consumption

Forward Momentum

Key collaborators have helped the brand strategically position itself in a crowded market.

This year’s 2025 GenNext honorees show that youth is no barrier to achieving great things in the grocery industry.

26 FRESH FOOD

Taking Center Stage

Experts reveal which produce trends and items will steal the show this season.

26 Departments

12 MINTEL GLOBAL NEW PRODUCTS

3 EDITOR’S NOTE

Red Meat

5 Lessons From Publix’s Kevin Murphy

30 12 ALL’S WELLNESS

74

Pros and Cons of Plant-Based Proteins 74 EDITORS’ PICKS FOR INNOVATIVE PRODUCTS

4 IN-STORE EVENTS CALENDAR

December 2025 6 NIELSEN’S SHELF STOPPERS

75 AHEAD OF WHAT’S NEXT

Abloom in Atlanta

Beverages PROGRESSIVE GROCER October 2025

1

Contents 10.25

Volume 104 Issue 9

8550 W. Bryn Mawr Ave. Ste. 225, Chicago, IL 60631 Phone: 773-992-4450 Fax: 773-992-4455

www.ensembleiq.com BRAND MANAGEMENT SENIOR VICE PRESIDENT, GROUP BRAND DIRECTOR Eric Savitch esavitch@ensembleiq.com EDITORIAL EDITORIAL DIRECTOR & ASSOCIATE PUBLISHER Gina Acosta gacosta@ensembleiq.com MANAGING EDITOR Bridget Goldschmidt bgoldschmidt@ensembleiq.com DIGITAL EDITOR Marian Zboraj mzboraj@ensembleiq.com MULTIMEDIA EDITOR Emily Crowe ecrowe@ensembleiq.com

CONTRIBUTING EDITORS Karen Appold, Mike Duff, Debby Garbato and Barbara Sax

ADVERTISING SALES & BUSINESS ASSOCIATE PUBLISHER, REGIONAL SALES MANAGER Tammy Rokowski (INTERNATIONAL, SOUTHWEST, MI) 248-514-9500 trokowski@ensembleiq.com

52 FEATURE

Good to Grow

52

The five retailers chosen as Super Regionals are making the most of their opportunities for expansion.

REGIONAL SALES MANAGER Theresa Kossack (MIDWEST, GA, FL) 214-226-6468 tkossack@ensembleiq.com SENIOR ACCOUNT EXECUTIVE Johanna Lupardus (CT, DE, MA, ME, RI, SC, TN, NH, VT, MD, VA, KY) 330-990-4635 jlupardus@ensembleiq.com

PROJECT MANAGEMENT/PRODUCTION/ART PRINT DESIGNER Catalina Carrasco cgonzalezcarrasco@ensembleiq.com ADVERTISING/PRODUCTION MANAGER Maria del Mar Rubio mrubio@ensembleiq.com

61 RESEARCH

SENIOR DIRECTOR OF MARKETING Nicola Tidbury ntidbury@ensembleiq.com

Retail Intelligence Report

SUBSCRIPTION SERVICES

PG and Placer.ai present a data-driven deep dive into consumer trends and operational imperatives.

LIST RENTAL mbriganti@anteriad.com SUBSCRIPTION QUESTIONS contact@progressivegrocer.com

61 CORPORATE OFFICERS

66 FEATURE

CHIEF EXECUTIVE OFFICER Jennifer Litterick CHIEF FINANCIAL OFFICER Jane Volland CHIEF OPERATING OFFICER Derek Estey CHIEF PEOPLE OFFICER Ann Jadown

How Retail Media Can Help Grocers Connect With Gen Z, Millennials

Research shows that the in-store environment might be an ideal touchpoint to engage with younger generations.

68 NONFOODS

68

More Than Smoke

Tobacco products can still play a key role at grocery retail.

72 FRESH FOOD

Cheese Aims to Please

Multicultural offerings, seasonal selections and plant-based innovation are category highlights.

2 progressivegrocer.com

72

PROGRESSIVE GROCER (ISSN 0033-0787, USPS 920-600) is published monthly, except for July/August and November/December, which are double issues, by EnsembleIQ, 8550 W. Bryn Mawr Ave. Ste. 225, Chicago, IL 60631. Single copy price $18.20, except selected special issues. Foreign single copy price $21.80, except selected special issues. Subscription: $134 a year; $246 for a two year supscription; Canada/Mexico $182 for a one year supscription; $249.90 for a two year supscription (Canada Post Publications Mail Agreement No. 40031729. Foreign $182 a one year supscription; $249.90 for a two year supscription (call for air mail rates). Digital Subscription: $78 one year supscription; $144 two year supscription. Periodicals postage paid at Chicago, IL 60631 and additional mailing offices. Printed in USA. POSTMASTER: Send all address changes to brand, 8550 W. Bryn Mawr Ave. Ste. 225, Chicago, IL 60631. Copyright ©2024 EnsembleIQ All rights reserved, including the rights to reproduce in whole or in part.

All letters to the editors of this magazine will be treated as having been submitted for publication. The magazine reserves the right to edit and abridge them. The publication is available in microform from University Microfilms International, 300 North Zeeb Road, Ann Arbor, MI 48106. The contents of this publication may not be reproduced in whole or in part without the consent of the publisher. The publisher is not responsible for product claims and representations.

EDITOR’S NOTE

By Gina Acosta

RELIABLE FOOD PROCESSING MACHINES www.birosaw.com

5 Lessons From Publix’s Kevin Murphy

Gina Acosta

THE COMPANY’S CEO GIVES SAGE ADVICE ON LISTENING, LONGE VIT Y AND LE ADERSHIP.

Editorial Director and Associate Publiser gacosta@ensembleiq.com

E

very once in a while, you sit across the table from a CEO and realize you’re not really talking about grocery.

You’re talking about something bigger: values, stewardship and what it means to lead people, not just a business.

That’s how I felt during my conversation last month with Kevin Murphy, CEO of Publix Super Markets. I was in Lakeland, Fla., to interview Murphy and several other Publix leaders for this month’s cover story marking the retailer’s 95th anniversary. But our convo felt more like a masterclass in empathy and humanity than an interview.

Murphy is the kind of leader who deflects credit, keeps his voice low and still talks about bagging groceries at his first Publix store as a teenager. He measures his legacy not in profits, but in how many people he has helped grow.

Here are the top five takeaways from our conversation:

1. The Most Modern Thing Is Still Caring About People

Murphy never once used the words “innovation” or “transformation.” Instead, he talked about people. “We’re in the people business; we just happen to sell groceries,” he told me.

That simple line should reframe every conversation about technology, AI and automation in this industry. The lesson: You can modernize without losing your humanity.

2. Ownership Is the Ultimate Engagement Strategy

Publix’s employee ownership model has been copied on paper, but never in spirit. Every associate has the opportunity to own shares of the company — and, more important, shares in its purpose. Murphy calls it “a winning recipe.”

He added: “When you own something, you care about it differently. People will go above and beyond for something they own.”

Imagine if every retailer built that kind of

Model 22SS Meat Saw

Fresh Cut T-Bone

emotional equity — not just financial equity — into their culture.

3. Excellence Isn’t a Project — It’s a Muscle

Murphy described his job as “chasing grand opening every day.” This is the opposite of complacency — a reminder that perfection is temporary, but discipline is permanent.

Anyone can look great on opening day. The hard part is looking great on day 3,456.

That philosophy explains why Publix stores feel as meticulously cared for as they did 20 years ago. Consistency, Murphy said, is the hardest thing to achieve in retail and the easiest thing for a shopper to notice when it slips.

4. Culture Is a Product You Have to Manufacture

I left Lakeland thinking about how deliberately Publix protects its culture. The company literally manufactures it — in its bakeries, dairies and fresh kitchens — by controlling quality and process down to the inch.

But culture is also protected through people. “You can’t buy culture,” Murphy told me.

“You have to build it.”

Model Mini-32 Auto-Feed Mixer Grinder

Fresh Ground Beef

Model VTS-42 Vacuum Tumbler Marinator

Marinated Poultry

Model F1000N Food Former

Formed Fresh Beef

Model 300M Food Slicer

5. Leadership Is About the Next Generation, Not Your Own

Murphy carries Publix’s history with a quiet weight. He talks about “protecting this company for the next generation” the way some people talk about protecting a family heirloom.

“Every generation of Publix leaders has protected this company for the next one,” he said. “That’s my job now: to make sure the next generation inherits a company stronger than the one I did.”

That’s not a sound bite; that’s a philosophy of service. And it’s a reminder that true leadership has very little to do with titles and everything to do with stewardship.

As I wrapped up my visit, I found myself thinking less about grocery and more about grace. About the quiet excellence of people who still believe consistency, kindness and ownership are the real differentiators.

In an industry that often celebrates the loudest disruptors, Publix believes that steadiness can be bold.

Fresh Sliced Ham Model Pro-9 Tenderizer

Standard Tenderizing

Beef Strips

Beef Cubes

014 Biro_11-23

www.birosaw.com

PROGRESSIVE GROCER October 2025

3

IN-STORE EVENTS

Calendar S

12.25

M

Bingo’s Birthday Month National Drunk and Drugged Driving Prevention Month National Egg Nog Month National Fruitcake Month

T

W

T

National Giving Day National Tie Month National Write a Business Plan Month Operation Santa Paws

F

S

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

21

22

23

24

25

26

27

28

29

30

31

Eat a Red Apple Day. Direct those who celebrate to your enticing produce display.

National Pearl Harbor Remembrance Day. Think of those who perished when WWII first arrived on our shores.

The Jewish festival of Hanukkah begins at sundown, running through sundown on Dec. 22.

Winter Solstice.

Time to embrace the dark side.

National Call a Friend Day. Why not send a gift basket or flowers from your store(s) as well?

National Blue Collar Day. Pay tribute to all of your hard-working associates and colleagues who engage in manual labor.

National Lemon Cupcake Day. Let shoppers know they’re on sale in the bakery department.

On Forefathers’ Day, let’s not forget our foremothers and their remarkable contributions to this country.

International Cello Day. Crank up some Yo-Yo Ma to flood the aisles with beautiful music.

4 progressivegrocer.com

Safety Razor Day. Encourage cleanshaven shoppers – or those who wish to be – to mark the occasion by visiting your personal care aisle.

Lost and Found Day. Make sure you have a procedure to safeguard any items accidently left behind by shoppers or employees.

Las Posadas.

Sponsor a local procession reenacting the biblical story of Mary and Joseph’s journey to Bethlehem, a seasonal tradition in Latin America.

National Roots Day. Ask associates to share family recipes as a way to celebrate their various heritages.

Sodium Bicarbonate Day. Whether for baking, cleaning, deodorizing or relieving stomach upset, this is quite a versatile compound.

Candle Day. Poll your customers to find out their fave scents.

Birthday of Emily Dickinson (1830).

The celebrated New England poet was also an accomplished baker.

Festival of Winter Walks. Publish some suggested routes for families to enjoy together.

Christmas Eve. Be ready to assist those infamous last-minute shoppers.

New Year’s Eve. Resolve to do even more to strengthen your connection with shoppers and associates.

Extraordinary Work Team Recognition Day. Go, team!

National App Day. This is a good time to go over yours for any bugs, or to start the process of rolling one out.

National Blue Jeans Day. This ubiquitous wardrobe choice among shoppers and associates alike has been around since the 1870s.

Gingerbread Decorating Day. Offer products and tips to get families started on a tasty holiday project.

Flake Appreciation National Emo Day. Day. Hold a contest Hey, if that’s your jam. inviting young artists to draw their best snow scenes to decorate the windows of your store(s).

Christmas Day. Act as a not-so-secret Santa to reward your dedicated employees with small gifts.

Kwanzaa. Light a kinara (candelabra) to mark this modern pan-African holiday that runs through Jan. 1.

St. Nicholas Day. In some cultures, children leave out their shoes the night before so the saint can leave small gifts in them.

National Cream Cheese Frosting Day. Yum!

Games Day. Suggest snacks and easy meals to accompany marathon sessions of Monopoly or Scrabble.

International Day of Epidemic Preparedness. It’s always wise to be ready for the next health emergency.

A Holiday worth giving and receiving!

Holiday Gift Checks are Coming to Your Stores! s!

Celebrating

37

It’s the holiday season... and once ce

YEARS

again, consumers will be redeeming Holidayy y!

Gift Checks at grocery stores and supermarkets across the country!

The Holiday Gift Check Program brings customers into your stores

Dollar Amount

ts Here ount Prin ur Stores Dollar Am Use in Yo to rs e p p Your Sho

Date

and helps you sell turkeys or hams! When businesses in your area give Holiday Gift Checks to their employees or clients, you win with an m line! increase in turkey and ham sales and a positive impact on your bottom

Easy!

Safe!

Profitable!

Deposit the Holiday Gift Checks, along with any other business or payroll checks.

Check security features include microprint, watermarks and a security screen.

Check recipients use their check in your store to purchase turkeys or hams.

For more information, visit www.giftcheckprogram.com Traditional Holiday Gift Check Program 1400 Opus Place, Suite 810 Downers Grove, IL 60515 Phone: 630/986-5081 • Fax: 630/390-1146

Holiday Gift Checks Ñ Celebrating 37 Years of Providing Companies the Ideal Gift Giving Solution!

FRONT END

Shelf Stoppers

Average Unit Price

Beverages Dollar Sales

% Change Year Ago

Unit Sales

%% Change Year Ago

Soft Drinks

$34,519,482,528

6.3%

8,251,546,335

2.2%

Water

$12,444,840,460

2.1%

3,569,447,168

2.5%

Energy Beverages

$8,942,503,836

13.9%

2,516,990,645

12.7%

Fruit Drinks

$8,192,474,150

0.8%

2,755,613,744

-1.9%

Fruit Juices

$6,674,570,861

1.5%

1,469,687,872

-4.6%

Category

Total Category

$97,655,291,571

3.9%

26,345,578,982

1.0%

$3.71

for all beverages, up 2.9% compared with a year ago

$4.18

for soft drinks, up 4.0% compared with a year ago

Source: NIQ, Total U.S. (all outlets combined) during the 52 weeks ending Sept. 6, 2025

Index by Age of Oldest Child All Beverages

Energy Beverages

Fruit Drinks

Fruit Juices

Soft Drinks

Water

Age <6

111

155

131

208

96

101

Age 6-11

117

155

156

150

105

103

Age 12-17

134

157

157

135

123

134

No Children

90

76

78

76

95

92

Source: CAM Household Demographics

$3.49

for water, down 0.4% compared with a year ago

$3.55

for energy beverages, up 1.1% compared with a year ago

Value Per Occasion What is the value per occasion for energy beverages versus the year-ago period per generation?

$2.97

for fruit drinks, up 2.7% compared with a year ago

Greatest Generation

Boomer

Gen X

Gen Y/Gen Z

$14.25

$12.52

$13.24

$11.85

up 21.8% compared with a year ago

up 10.6% compared with a year ago

up 11.1% compared with a year ago

up 7.9% compared with a year ago

Source: NIQ, Total U.S. (all outlets combined) during the 52 weeks ending Aug. 23, 2025

6 progressivegrocer.com

$4.54

for fruit juices, up 6.4% compared with a year ago Source: NIQ, Total U.S. (all outlets combined) during the 52 weeks ending Sept. 6, 2025

Building a brand takes balance.

CLA has a deep understanding of industry issues facing both the brick-and-mortar and e-commerce retail spaces. We’ll help you take care of the practicalities of creating, growing, and running a retail business, so you can bring your vision to life.

Get started now at CLAconnect.com/nourish.

©2023 CliftonLarsonAllen LLP. CLA (CliftonLarsonAllen LLP) is an independent network member of CLA Global. See CLAglobal.com/disclaimer.

Investment advisory services are offered through CliftonLarsonAllen Wealth Advisors, LLC, an SEC-registered investment advisor.

SOLUTIONS

Health & Wellness

How Bloom is Shaping Wellness-Focused Energy Consumption KE Y COLL ABOR ATORS HAVE HELPED THE BR AND STR ATEGICALLY POSITION ITSELF IN A CROWDED MARKE T.

T

By Emily Crowe

he functional nutrition and energy space might be a crowded one, but newcomer Bloom is helping consumers take ownership of their health with its high-quality supplements ranging from greens and superfoods drink mixes and gummies to ready-to-drink sparkling energy beverages.

The growing company recently partnered with Winston-Salem, N.C.-based data-driven technology company Inmar Intelligence and key retailers on a marketing activation aimed at reaching both past purchasers and new buyers during receptive times tied to health, inspiration and recharging.

For the activation, Bloom’s creative team emphasized its clean, sparkling energy positioning and established the brand as a better-for-you challenger in the category. By working with key retail partners and using Inmar’s targeting and measurement, Bloom was able to drive meaningful retail traffic, deliver measurable results and better align itself with everyday wellness routines.

Nicolette Passini, shopper marketing manager at Austin, Texasbased Nutrabolt, spoke with Progressive Grocer about how the company made it happen.

Progressive Grocer: It’s exciting to launch a new brand, especially a first-of-its-kind wellness-based sparkling energy drink. What has that experience been like for you and the team? How did that unique perspective shape the way you approached this campaign?

Nicolette Passini: It’s been incredibly exciting to launch Bloom’s first sparkling energy drink. For our team, the process has been about more than just entering the energy category – it’s been about reshaping it. We know today’s consumers want more than a quick boost of energy; they want clean energy that fits their wellness lifestyle. That perspective shaped the campaign. We designed activations and messaging to highlight Bloom as a lifestyle-first energy brand, one that energizes without compromising health values.

PG: Bloom’s recent campaign emphasized Health Inspiration, Power Up and Purchase-Based Moments. How does this approach reflect broader shifts in how consumers are redefining their energy needs?

8 progressivegrocer.com

Bloom partnered with Inmar Intelligence on a campaign activation to reach shoppers during their most receptive purchasing occasions.

NP: Consumers today are looking for energy that’s more intentional and more aligned with their overall lifestyle goals. They’re not reaching for a boost when they’re tired – they want products that help them feel balanced, focused and motivated throughout their day.

By building our campaign around Health Inspiration, Power Up and Purchase-Based Moments, we were able to connect directly with those needs. It reflects a larger shift away from traditional, high-intensity energy use cases and more toward functional energy that supports wellness, productivity and sustainable routines.

PG: Bloom’s most recent campaign, in partnership with Inmar Intelligence, showed success in driving brand awareness as well as in-store traffic and engagement. How do results like these help Bloom demonstrate its unique value to both consumers and retail partners?

NP: The Inmar campaign results – increasing awareness, driving store traffic and sparking engagement – prove that Bloom can stand out while adding value at retail. Bloom can bring incremental traffic and new shoppers into the category. For consumers, it validates that our wellness-first position resonates, which strengthens our story with partners who want products that not only sell, but also build long-term loyalty. Those results reinforce Bloom’s role as a differentiated energy brand that adds value across the entire ecosystem, including consumers, retailers and the category overall.

campaign. How do these different shopping patterns connect to Bloom’s strategy for building both trial and loyalty?

NP: It shows that Bloom is hitting two critical stages of the shopper journey: Single cans are often the entry point to try something new, while multipacks signal that they’ve not only tried the product, but made Bloom part of their lifestyle. Our strategy is built on making it easy for shoppers to discover us in quick trips, then rewarding them with formats that support repeat purchase and long-term loyalty.

PG: Functional beverages are increasingly blurring the lines between energy, wellness and lifestyle. How does Bloom’s success in this campaign underscore its ability to carve out a distinctive space among both emerging brands and established players?

NP: Emerging brands may offer wellness or niche energy products, and established brands often focus on traditional, high-caffeine options. Bloom sits at the intersection of energy, wellness and lifestyle, delivering clean, functional energy that supports everyday routines. The campaign results show that this unique positioning not only attracts attention, but also drives trial and engagement, making Bloom a differentiated choice in a crowded market.

PG: Campaign insights showed that Bloom resonated the most during weekday afternoons and evenings, when shoppers were focused on routines and wellness goals. How does this align with Bloom’s positioning as a wellness lifestyle-first energy brand, compared to more traditional energy drink competitors?

NP: What’s powerful about that is that it gives our retail partners a clear roadmap on how to position the brand in-store. Those are peak shopping windows when consumers are thinking about their PG: One of the learnings wellness routines, and Bloom’s from Inmar’s post-camwellness-first positioning allows paign reporting was that retailers to capture that demand brand lift and ad unit in a way traditional energy drinks engagement was high in don’t. It’s not just about selling the fitness-focused creative cans – it’s about helping retailers unit. How does that influbuild a differentiated energy set ence the way you optimize that speaks to evolving conand reach consumers sumer needs, ultimately driving moving forward?

—Nicolette Passini, Shopper Marketing Manager, Nutrabolt incremental trips and higher NP: The high engagement basket value. with fitness-focused creative reinforces that Bloom resonates most when we PG: Bloom also works with Inmar to amplify connect directly to consumers’ wellness and in-store offers coupled with Moments-powered active lifestyles. Moving forward, it guides media. What role do these campaigns play in us to prioritize content and placements that supporting trial, loyalty and overall retail perforspeak to those Moments, whether it’s pre- or mance? post-workout, midday routines, or fitness-reNP: These campaigns are essential for turning lated inspiration. This approach ensures our interest into trial and trial into loyalty. By pairing campaigns drive meaningful connections Moments-powered media with in-store offers, we with the right consumers at the right time. are meeting consumers at the exact point where intent turns into action. That not only drives trial by Scan the QR code to get in touch with lowering the barrier to first purchase, but it Inmar Intelligence about driving trial also builds loyalty by reinforcing Bloom and loyalty in the beverage as a brand that consistently shows category. up in their routines. For retailers, it means stronger conversion, repeat traffic and a healthier performance story across the category.

“These campaigns are essential for turning interest into trial and trial into loyalty. By pairing Moments-powered media with in-store offers, we are meeting consumers at the exact point where intent turns into action.”

PG: Data indicated that both quick trips for single cans and longer store visits for multipacks were influenced by the PROGRESSIVE GROCER October 2025

9

More Than a Manufacturer:

A GROWTH ENGINE FOR YOUR PRIVATE LABEL PORTFOLIO For more information about how Jel Sert can help build your brand, email: mingemi@jelsert.com

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ADVERTORIAL

PRIVATE LABEL POWER, BACKED BY CPG EXPERTISE Jel Sert has been a leading manufacturer of drink

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and innovate within their private brand portfolios.

of what the company offers. Armed with expertise in manufacturing food products for the world’s

PG: Do you have any examples of how Jel-

largest CPG companies, Jel Sert is ready to develop

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Progressive Grocer: Let’s talk about private

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mixes under their private labels. The result: private

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MINTEL CATEGORY INSIGHTS

Global New Products Database

Red Meat What You Need to Know  Red meat is on the menu for the long haul, despite a myriad of challenges, ranging from inflation to health to sustainability. While these challenges present obstacles, most consumers don’t trade out of the category entirely. However, 20% note a decline in their intake, which is a trend that warrants close observation over time.  In a crowded and relatively stagnant market, convenience can be a powerful differentiator. The good news is that it can be achieved in various ways, from pre-cooked/pre-cut options to ideas for easy preparation methods. Pair these with an emphasis on health benefits to create the foundation for a winning strategy.  Red meat sales are projected to rise to $76.9 billion in 2025, despite challenges. While costs deter some consumers, cooking at home to save money remains strong, boosting demand for red meat. Sustained interest in natural protein supports its stability, although health and sustainability concerns may slow growth.

12 progressivegrocer.com

FOR MORE INFORMATION, VISIT WWW.MINTEL.COM OR CALL 800-932-0400

What Consumers Want and Why

Opportunities

 Younger consumers have less established habits regarding red meat, making this an ideal time to help them build lasting routines. With less experience cooking red meat, these consumers may need guidance on choosing cuts and preparing them. Pre-cooked/seasoned options can also ease their hesitation and make red meat more approachable.

Rising prices, health concerns and a reluctance to cook may push red meat from being the centerpiece of meals to playing a more supporting role. More than a quarter of consumers are eating smaller portions, underscoring meat’s challenge to shine as a center-ofplate item. This shift is particularly evident in the move toward less traditional meal options like snacking, international cuisines or plant-forward dishes, where pork and beef risk losing prominence. However, these meats can regain relevance when positioned as flavor enhancers, a role they often play in popular international cuisines like Japanese and Latin American cooking.

 Red meat consumption remains stable across income levels, but buying habits tell a different story. When money is tight, people eat less red meat, meaning that it may not be a priority. Positioning red meat as a complement to affordable proteins, rather than as the main focus of a meal, could help shift the perception that it’s unattainable.  Health benefits like high protein and affordability drive higher red meat consumption, but they’re also key reasons for cutting back, unveiling a major fracture in perceptions. Focus on factors like health and value to strengthen motivations for those eating more red meat, while addressing the concerns of those reducing their intake.

Use on-pack messaging to clearly convey easy preparation steps, cooking time and meal-pairing suggestions, highlighting value and hand-holding consumers through the process.

More than 30% of consumers find red meat more challenging to cook than other types of meat.

The majority of shoppers possess basic or intermediate cooking skills, with nearly half cooking out of necessity rather than passion.

Providing pre-cooked meats removes the hassle of seasoning and preparation, helping reduce cooking fatigue and make mealtime easier.

Along with convenience, pre-cooked meals can offer versatility, savings and food waste reduction.

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SO YOU CAN TRUST WHERE YOUR HONEY COMES FROM Click to learn more about Sioux Honey & U.S. Farmed™

ADVERTORIAL

FROM AMERICA’S BEEKEEPERS TO YOUR STORE’S SHELVES:

Introducing U.S. Farmed Certified Honey—Sue Bee & Aunt Sue’s TM

As the only beekeeper-owned cooperative in the United States, Sioux Honey Association Co-op has been a leader in the honey industry since its founding in 1921. Today, in partnership with American Farmland Trust (AFT), the co-op is launching U.S. Farmed™ Certified Honey, making Sue Bee® and Aunt Sue’s® the first honey brands to carry this seal.

Progressive Grocer spoke with Dustin Livermore, Vice President of Quality & Supply Chain (and hobbyist beekeeper), and David Coy, a commercial beekeeper member and Vice Chairperson of the Board, about what this certification means for grocers and shoppers.

PG: Tell us about American Farmland Trust and the U.S. FarmedTM Certified Seal.

DUSTIN LIVERMORE: AFT is a national

nonprofit dedicated to protecting farmland, promoting sustainable agriculture, and keeping farmers on the land. The U.S. FarmedTM Certified Seal is the only thirdparty audited certification verifying that products are made with U.S.-grown ingredients. We’re proud that Sue Bee® and Aunt Sue’s® are the first honey brands to carry this certification.

PG: Why should grocery retailers care?

DAVID COY: As a beekeeper, I know the

care it takes to produce honest, high-quality honey. The seal is more than a label — it proves every jar comes from American soil, farms, and bees.

DL: There are five key reasons this is important for grocery retailers.

1. Consumer trust is shifting toward transparency.

Shoppers are skeptical about food sourcing, especially honey, which has faced mislabeling and adulteration.

This seal reassures customers that their honey is truly American and traceable from hive to bottle.

2. Support for American agriculture resonates. Today’s shoppers want to back local farmers and sustainable practices. Carrying this honey directly supports U.S. beekeepers, agriculture, and ecosystems.

3. Differentiation in a crowded category. The honey aisle is competitive. No other honey has this verified U.S. source certification, giving grocers a unique selling point.

4. Environmental and pollination benefits. Supporting

U.S. honey supports pollination of American crops and beekeepers. Healthy bees mean healthier farms and a stronger food system.

5. Honesty sells. The seal aligns with rising consumer demand for authenticity and ethical sourcing. Stocking it demonstrates integrity in food.

PG: Which products carry the U.S. Farmed™ Certified seal?

DL: Sioux Honey Association Co-op offers several certified

products including Sue Bee® Pure Premium, Local, Spun®, Hot and Sea Salt Honey, plus Aunt Sue’s® Raw & Unfiltered Clover and Wildflower Honey.

PG: Any final thoughts for grocers?

DC: I encourage grocers to carry U.S. Farmed™ Certi-

fied honey. It’s pure, traceable, and made here at home.

Adding it shows support for local farmers while giving customers confidence in what they buy.

FOR MORE INFORMATION, CONTACT YOUR SIOUX HONEY SALES DIRECTOR.

ALL’S WELLNESS

By Molly Hembree, MS, RD, LD

Pros and Cons of Plant-Based Proteins

A

KNOWING THE FACTS, RE TAILERS CAN HELP SHOPPERS MAKE INFORMED DECISIONS ABOUT THESE PRODUCTS AT THE GROCERY STORE. lthough plant-based alternatives burst onto the scene in full force just a few years ago, the enthusiasm for this category persists, albeit at a more predictable pace. Consumers following a plant-based eating pattern for the long term, such as adherence to a vegetarian or vegan diet, or those looking to find plant-centered alternatives that suit their health needs or preferences, continue to seek innovative products from these sections of the grocery store. A key area of plant-based options still making headlines is that of plant proteins. It’s prudent to be aware of what makes plant-based proteins similar to or different from their animal-based versions; that way, shoppers can make informed decisions on them at the grocery store.

status isn’t seen as detrimental to public health. Nonetheless, dietary cholesterol isn’t advantageous to the diet, and the body produces enough cholesterol of its own for all physiological needs. Most adults may see a benefit in keeping dietary cholesterol intake below 300 milligrams daily.

CONS Sodium Content

More processing often equates to added ingredients like sugar or salt to accomplish tastier alternative dishes. Plant-based proteins may undergo heightened levels of processing to imitate their animal-based counterparts. Table salt, or sodium chloride, adds an incredible amount of flavor and is the first ingredient that most food manufacturers will use to elevate a product’s palatability. However, some private and national brands that are experienced in crafting tasty plant-based proteins have found clever ways to add Plant-based proteins continue to pique the rich flavor without sodium, PROS interest of consumers, and providing clarity instead opting for ingredients like mushrooms, tomatoes, Protein Option about the nutritional pros and cons of this Protein tends to be synonseaweed, nutritional yeast, or category can boost shopper confidence. ymous with meat; however, premium herbs and spices. protein is abundant in the plant kingdom as well. In fact, lentils, beans, tofu, peanut butter and other natural sources of plant protein are more cost-effecWatch the Saturated Fat tive than most meats. It’s recommended to consume a wide variety of plant Added fats often found in plant proteins proteins to achieve a strong balance of amino acids, the building blocks of can include palm oil, palm kernel oil, cocoa protein. Although products vary considerably, one serving of a plant-based butter or coconut oil. These fats contain “mock meat” likely has between 10-20 grams of protein, while one serving of a meaningful amount of saturated fat, of 73% lean ground beef or one serving of raw chicken wings contains about 17 which intake is associated with increased grams of protein. “bad” LDL cholesterol and risk of heart disease. Daily saturated fat intake should be kept to less than 10% of calories, or about Fiber Content Fiber, which goes hand in hand with plants, isn’t naturally found in animal 22 grams of saturated fat, for someone foods. Daily adequate fiber intake is connected to reduced risk of developing following a 2,000-calorie diet. cardiovascular disease, type 2 diabetes and some cancers, and has been Plant-based proteins continue to pique associated with lower body weight. Although wholesome plant ingredients the interest of consumers, and providing like beans, lentils, nuts, seeds, whole grains, fruits and vegetables often boast clarity about the nutritional pros and cons impressive fiber content, the nutrient can also be easily incorporated into plant of this category can boost shopper confiproteins. Added fiber, which is called out in ingredient statements, may include dence. Work with your dietitian to clear up psyllium husk, cellulose or inulin, as well as vegetable powders and bean flours. any confusion about plant-based proteins through opportunities like expert infographics or blogs, store tours, shelf talkers, Limited Cholesterol Dietary cholesterol makes its way into our diet only via animal-based ingredioriginal recipes, or food demos. ents like eggs, dairy, meat, poultry, seafood or their derivatives. However, the American Heart Association and the Academy of Nutrition and Dietetics’ stance Molly Hembree, MS, RD, LD, is a registered on cholesterol has morphed over the years, and now dietary cholesterol intake dietitian for Kroger Health.

16 progressivegrocer.com

Bay Food Brokerage Congratulates Our

GenNext Winner Chris Chatterton President The entire Bay Food team is so proud of you for receiving this much-deserved honor and your many accomplishments. Your dedication and commitment to excellence inspire us all.

www.bayfoodbrokerage.com

COVER STORY

Retailer Deep Dive

The Legacy of Publix

THE RE TAILER CELEBR ATES 95 YE ARS OF SERVICE, OWNERSHIP AND QUIE T E XCELLENCE.

By Gina Acosta

W

hen shoppers walk into a Publix store, they don’t see robots prowling the aisles or giant screens urging them to buy more.

There are no smart carts calculating totals, nor are there shelves that light up to demand attention.

Instead, shoppers fi nd something radical in its simplicity: calm, serenity, warmth. The lighting is gentle, the shelves are immaculate, and the associates greet you as if they’ve been expecting you all day long.

That sense of ease in a Publix store is the byproduct of a 95-year philosophy, one that places dignity, courtesy and ownership above digital gadgetry. In the world of grocery, where automation often masquerades as progress, Publix’s restraint feels almost revolutionary.

You might even say that these are stores where shopping is, quite literally, a pleasure.

George Jenkins opened his first Publix store, in Winter Haven, Fla., in 1930.

values and standards. That loyalty and dedication that’s been earned over many years continues to resonate.”

Murphy’s own story mirrors that of thousands of Publix associates who turned part-time jobs into lifelong careers. “I started at 14 bagging groceries, and it’s worked out pretty well,” he jokes in an interview at the company’s Lakeland, Fla., headquarters.

He says that what Publix gave him, Mr. George’s Dream When 22-year-old George Jenkins opened his fi rst Publix in Winter and what he now tries to give back, is Haven, Fla., in 1930, he wanted to build a grocery store unlike any opportunity. “It’s rare these days to other. His dream was to grow and mature personally deliver the fi nest service “It’s rare these days to grow and while growing and maturing in the fi nest stores with in your career,” Murphy mature personally while growing the fi nest employees. notes. “Publix offers that at In 1954, when and maturing in your career. Publix every level. Our people can come in at 16 or 60 and still advertising director offers that at every level. Our people find a path to their personal Bill Schroter proposed a new slogan inspired can come in at 16 or 60 and still find best.”

Longtime colleagues by what customers a path to their personal best.” remember how Murphy was were saying about —Kevin Murphy, CEO, Publix Super Markets always hanging around after Publix stores, “Where his shift, looking for ways to Shopping Is a Pleasure,” do things better: “He had to be told Mr. George (as everyone in the grocery industry called him) instantly to go home.” That relentless curiosity saw that it captured the company’s soul. “This isn’t something we made him one of the company’s best dreamed up out of blue sky and white Florida sand,” he later said. operators.

“It’s a philosophy that has guided all our decisions and policies ever “For me, being an operator is about since.” atmosphere,” Murphy explains.

Nearly a century later, that philosophy not only defi nes the brand, “What does it feel like when you walk but also underpins a business model that continues to achieve colossal in? What weather are your associates growth in delighting shoppers. With more than 1,420 stores across creating? Customers who feel welcome eight states and annual sales exceeding $59.7 billion, Publix celebrates shop longer, and they buy more.” its 95th anniversary this year not as a nostalgia play but as proof that He often walks stores and notices doing business the right way still works. small things: a crooked label, a warm “Publix is a strong brand that has lasted and resonated for 95 greeting, the scent of fresh bread. years,” CEO Kevin Murphy says. “It’s a credit to our foundation, our

18 progressivegrocer.com

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COVER STORY

Retailer Deep Dive “Those details tell you everything,” he says.

“We’re not just selling groceries. We’re selling a feeling: that you’re wanted, that you’re valued.”

Publix’s structure allowed Murphy to rise through the ranks. “At Publix, you can start as a cashier or deli clerk and end up in accounting, marketing or pharmacy operations,” he observes.

“It’s about preparing for opportunity. Publix offers that.”

He adds: “We talk a lot about ownership and promotion from within, but the real magic is how we help people see things in themselves that they may not have seen otherwise. Somebody believed in me early on, more than I believed in myself.

That’s something I think about every day as a leader.”

Publix’s 95-year history is found all over the walls of the company’s corporate offices in Lakeland, Fla.

a day, seven days a week, and maintain standards, conditions, freshness, “Without a doubt, the key has been Publix people,” Murphy asserts. everything. Our goal is to deliver “The pride of ownership is a winning recipe. People will often go the same great shopping experience above and beyond for something they own.” at 8 a.m. on a Tuesday as we do on grand-opening day.”

Each year, Publix shares profits with associates through stock ownThat operational rigor is also paired ership. “We reinvest in our people,” Murphy adds. “They care more with humanity. “Our customers because they own more. That creates a competitive advantage in every don’t just expect clean floors and full market we enter.” shelves,” he says. “They That ownership structure “Our customers don’t just expect expect eye contact. They exis one reason that Publix has maintained a culture of clean floors and full shelves. They pect kindness. That’s what we deliver.” stability and humility. “You expect eye contact. They expect From its Florida base, can’t buy culture; you have to build it,” Murphy says. kindness. That’s what we deliver.” Publix now stretches through Georgia, Alabama, “Ours was built by people —Kevin Murphy, CEO, Publix Super Markets Tennessee, South Carolina, who understood that when North Carolina, Virginia, and you share success, you multiply it.”

Kentucky, opening roughly 30 new He often reminds locations each year. Expansion could associates that coneasily dilute the culture, but Murphy sistency is Publix’s insists otherwise. greatest strength, as “We operate the same Publix in well as its greatest eight states,” he says. “We don’t challenge. “We change our prototypes or standards. chase grand opening Publix is Publix. Over 95 years, we’ve every day in every identified the best way to operate a store,” he says. “Few supermarket, and that’s what customretailers are willing ers expect.” to do what it takes Still, the business environment is to repeat that expetougher than ever. Regulatory presrience every single sures climb, costs soar and competitors day, but we do.” multiply. Yet Murphy’s optimism reMurphy calls mains intact. “We just want to sell grorepetition the art ceries and take care of our customers,” of discipline: “We he says. “With the loyalty of our assooperate 15 hours ciates and communities, our outlook is very positive. … The responsibility Publix CEO Kevin Murphy, seen of protecting this company, our people here at the retailer’s headquarters, and their futures never leaves my mind. started as a bagger with the It’s a weight, but it’s a privilege.” company at the age of 14.

Grand Opening Every Day

20 progressivegrocer.com

PET SPECIALTY

SUPPLIER PERSPECTIVES

Unleashing Courage: Making Meaningful Change for Domestic Violence Survivors and their Pets

Purina’s Purple Leash Project aims to help transform the domestic violence landscape to save lives at both ends of the leash.

By Joe Toscano, Vice President, Trade & Industry Development at Purina Every year, millions of Americans experience domestic violence. For many survivors, a pet is more than just a companion—it is a source of comfort, resilience, and unconditional love. Yet, for nearly half of survivors, the presence of a beloved pet becomes a heartbreaking barrier to safety.

Research shows that 48% of domestic abuse survivors delay leaving a dangerous situation because they cannot take their pet with them, and fewer than one in five domestic violence shelters nationwide currently accept pets.

This stark reality is what inspired Purina to launch the Purple Leash Project in partnership with nonprofit RedRover.

The goal is simple but urgent: To create a future where no one must choose between escaping abuse and protecting their pet.

Since its inception in 2019, the Purple Leash Project has provided more than 55 grants to shelters across the country, funding everything from outdoor play yards to indoor housing that accommodates both survivors and their pets. Thanks in part to these efforts, the number of pet-friendly domestic violence shelters has more than doubled in just five years, rising from 8% to nearly 20% today.

Awareness is a vital part of creating meaningful change in the domestic violence landscape. To shine a light on and help reduce the stigma around being a domestic violence survivor, we partnered with Variety® to honor actor, advocate and survivor Sarah Hyland with the first-ever Variety Courage Award presented by Purina at the annual Variety Power of Women event in Los Angeles last October. This recognition underscored both her personal journey and her commitment to raising visibility for survivors who face the painful choice of leaving a pet behind.

Most recently, we were privileged to partner with Sarah again to create the Courageous Together Collection, which launched this September, with the intention of inspiring courage, sparking conversations and reducing the stigma that too often surrounds domestic abuse. Available

exclusively at shop.PurpleLeashProject. com, the collection features items for pets and people, including necklaces, and bag charms designed in partnership with causefocused jewelry brand Coastal Caviar. One hundred percent of every purchase from the collection benefits and is a donation to RedRover in support of the Purple Leash Project, directly funding shelter improvements so survivors and pets can escape—and heal—together.

We are proud of the progress we’ve made but know there is much more work to be done. Retailers also have an important role to play in advancing this mission. Grocery stores, in particular, are uniquely positioned at the heart of their communities, serving as daily touchpoints for millions of families.

By engaging with the Purple Leash Project, retailers can help spread awareness, raise funds and provide meaningful support to local shelters. Opportunities include featuring specially marked Purina products, hosting in-store donation and round-up programs, or working with your Purina reps to secure Purple Leash Project merchandising displays.

We’ve seen retailers and customers make meaningful change in their own local communities by engaging with shelters in their own backyards—from organizing supply drives, offering retail gift cards to support shelters and survivors and more.

The impact of this work extends far beyond corporate philanthropy. By supporting survivors and their pets, retailers can foster trust, demonstrate leadership in social responsibility and make a direct difference in the lives of vulnerable families within their own communities.

Domestic violence may often remain hidden, but together we can bring visibility, compassion, and change. Purina invites retail partners to stand with us in this mission. To learn more about the Purple Leash Project, access resources, or make a donation, reach out to your Purina rep or visit Purina.com/ Courage.

Because no survivor should ever have to choose between their own safety and the safety of their pet.

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

COVER STORY

Retailer Deep Dive Manufacturing Muscle

Publix is more vertically integrated than most of its competitors, operating 10 food plants and its own printing facility.

“It doesn’t make sense for us to make green beans,” says Doug Harris, VP of manufacturing, who led Progressive Grocer on a tour of one of his plants, “but it does make sense to process our own milk, make our own ice cream and bake our own bread. It boils down to quality, service and competitive advantage.”

He calls the company’s 1980s-era decision to open its own dairy plant “one of the smartest moves Publix ever made.” That plant, which now produces milk, tea and water for all Publix stores, remains a model of innovation and efficiency.

Publix has strategically invested in vertical integration, including the “The most important innovation for us isn’t al- operation of a printing plant near its Lakeland, Fla., headquarters. ways technological,” Harris adds. “It’s our safety culture. The greatest way to show associates we care is to provide a Marketing the Memories For Malinda Renfroe, VP of marketsafe workplace. Every new hire gets safety training on day one, and ing, protecting Publix’s emotional that focus never stops.” connection with shoppers is her At Publix’s Fresh “We try to hire good people department’s mission. She started two Kitchen facilities in decades ago as a traffic clerk and now Florida and Georgia, and then make them even leads a team of 470.

Harris points to prebetter. Publix has made me a cision and speed. “An “With a brand that’s 95 years old, order comes in at 3:30 you have to balance nostalgia and better person. And when you p.m., and by 4 p.m. the innovation,” she says. “Customers retire from here, you want to next day, it’s produced, remember getting a cookie from the leave it better than you found bakery as a child, and that sense of loaded and delivered,” he says. “We do that 362 it, because the next generation memory is powerful. But we also have days a year for all 1,420to evolve.” is counting on you.” plus stores.”

She points to Publix’s internal The company’s 3-D culture as one reason that the mes—Doug Harris, VP of Manufacturing, Publix Super Markets printing capabilities, sage stays authentic. “We overinvest housed within its printing plant, are also breaking new ground. in people who are willing to invest in “We’ve used 3-D printing to produce equipment parts and even a themselves,” Renfroe says. “That’s replica of a 1940s Publix car for a company exhibit,” Harris says. what keeps our culture strong, and it’s “There’s really nothing our team can’t make.” why our storytelling feels real.”

Behind the machinery, however, is a human legacy. “We try to hire Club Publix, the retailer’s loyalty good people and then make them even better,” Harris says. “Publix platform, embodies that blend of has made me a better person. And when you retire from here, you tradition and technology. “It enables want to leave it better than you found it, because the next generation one-to-one communication and peris counting on you.” sonalized offers,” she explains, “but unlike other retailers, you don’t need to be a member to get our deals. That comes straight from Mr. George’s belief that everyone should be treated like kings and queens.”

A vintage sign, formerly hung at a store, at the retailer’s printing plant reminds associates of the company’s history.

22 progressivegrocer.com

COVER STORY

Retailer Deep Dive “We overinvest in people who are willing to invest in themselves. That’s what keeps our culture strong, and it’s why our storytelling feels real.”

—Malinda Renfroe, VP of Marketing, Publix Super Markets

Her marketing philosophy extends to emotion.

“The fi rst thing customers say to me is, ‘I love your Christmas spots,’” Renfroe says. “Our campaigns resonate because they show we understand our customers want to create special moments for their loved ones, and we help them do that.”

Those “special moments” are a deliberate part of the company’s creative strategy.

“Our brand work is slightly aspirational but always Malinda Renfroe, VP of marketing, guards grounded in real life,” she Publix’s deep connection with shoppers. adds. “It’s about showing the food, the family and the feeling of belonging. You can’t fake that.”

Renfroe’s department has even documented a “Publix way” of storytelling so future leaders never lose the brand’s voice. “It starts with strategy,” she notes. “Before every campaign, we ask: Does this stay true to who we are? Does it make our customers feel something real?”

From Pills to Prevention

While many grocery retailers are getting out of the pharmacy business, Publix is proving that grocery pharmacy can not only survive, but also thrive.

“When Publix Pharmacy started, it was about putting pills in a bottle,” recalls Dain Rusk, VP of pharmacy. “Today, it’s about clinical services and customer experience.”

That evolution positioned Publix perfectly for the pandemic. “We were so well prepared,” Rusk recounts.

“Competitors weren’t set up that way.”

Rusk says that early on, Publix leaned into technology, workflow and immunization training. “It allowed pharmacists to focus on people, not just production,” he explains. “That’s made us one of the few profitable pharmacy chains in the country.”

According to Rusk, Publix’s ownership mentality also gives its pharmacy operations a competitive advantage.

“Our people behave differently because they’re owners,” he says. “It’s like the difference between renting an apartment and owning a home – you take VP of Pharmacy Dain Rusk has helped more pride when it’s yours.”

Publix lean into tech and immunizations.

24 progressivegrocer.com

At Publix HQ, associates are reminded at every turn of Mr. George’s lasting legacy.

Looking Ahead to 100

Even as it honors the past, Publix is building toward its centennial. “We have a team actively working on the 100th anniversary,” Murphy confi rms.

“It’s about owning the legacy and paying homage to where we’ve been, while staying relevant for where we’re headed.”

He views that task as both a privilege and a duty. “Every generation of Publix leaders has protected this company for the next one,” Murphy says. “That’s my job now, to make sure the next generation inherits a company that’s even stronger than the one I did.”

Murphy smiles when asked about the secret to Publix’s longevity. “We’re in the people business; we just happen to sell groceries,” he asserts. “As long as we keep that at the center, Publix will be strong for the next 95 years. If you treat people right, they’ll treat your customers right. That’s been true for 95 years, and it’ll still be true at 100.”

In the end, Publix’s legacy is about the disciplined grace of doing simple things extraordinarily well. Clean stores. Fresh food. Loyal associates.

Customers who feel at home.

“Few retailers are willing to do what it takes to repeat that experience every single day,” Murphy notes.

“That’s what makes us hard to compete with.”

For 95 years, that pursuit – humble, relentless and profoundly human – has made shopping at Publix not just convenient, but also genuinely pleasurable. In an era obsessed with disruption, that may be the boldest idea of all.

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FRESH FOOD

Produce

Taking Center Stage E XPERTS RE VE AL WHICH PRODUCE TRENDS AND ITEMS WILL STE AL THE SHOW THIS SE ASON.

I

By Karen Appold

n recent years, notable trends larger gatherings,” DelPrete notes. “Sweet potatoes and squash have emerged regarding shoppers’ are versatile for use in soups, grain bowls and salads, aligning with preferences for fruits and vegetables cold-weather cooking that emphasizes comfort and value.”

When choosing these produce items, many shoppers will make — think organic, locally sourced, natural and organic selections for everyday cooking, not just exotic, pre-cut and functional suspecial diets. “Social media has amplified awareness of ingredients, perfoods. As the weather cools and and influencers frequently demonstrate simple roasting or soup 2025 winds down, experts expect recipes that highlight organic produce without complicated techthese trends to continue, highlightniques,” DelPrete continues. “Parents and younger households are ing which produce items will likely be opting for organic basics when price gaps are manageable; they superstars. appreciate clear labeling and consistent availability.”

Regarding organic produce, Carl DelPrete, CEO of Uncle Giuseppe’s Marketplace, a Melville, N.Y.-based supermarket chain Locally Sourced Produce of 11 stores, expects consumers to seek out dense, Local and hyperlocal sourcing continue to gain traction, especially nutrient-rich staples such as sweet potatoes and winter among shoppers who want to know their food’s origins, reduce squash that work for both weeknight meals and holiday food miles and support local economies, according to Gabriela entertaining.

Swamy, a lecturer in nutrition, food sci“Parents and younger households ence and packaging at San Jose State “Beyond classic orange sweet potatoes, we’re seeing are opting for organic basics when University, in San Jose, Calif. Retailers strong curiosity for Japanese are increasingly highlighting farm stoprice gaps are manageable; they sweet potatoes and white sweet ries, grower profiles and signage that appreciate clear labeling and potatoes, which roast up with a emphasizes geographic proximity. The consistent availability.” caramelized exterior and creamy “regenerative” or soil-health narrative is interior,” DelPrete says. also being wrapped into local sourcing, —Carl DelPrete, Uncle Giuseppe’s Marketplace Squash follows a similar in which local farms are positioned not path. “Butternut and acorn remain anchors, while just as nearby, but also better for the ecological system. delicata is gaining share because it cooks quickly, has Tracy Fink, principal consultant and industry advisor at Marshall, an edible skin, and it suits both small households and Minn.-based ThinkFink Solutions, notes that consumers perceive locally sourced produce as safer, fresher and more traceable.

“Consumers trust local growers and value knowing where their Japanese sweet potatoes are gaining popularity with consumers. food comes from,” she says.

Further, farmers’ markets, co-ops and regional grocers are expanding local service offerings and gaining traction with consumers who increasingly view produce as a way to invest back into their communities, reduce transportation emissions and support local economies.

Exotic Produce

“Exotic” produce — meaning items less familiar to mainstream consumers — is garnering attention as shoppers explore global cuisines, Swamy notes. Retailers are using them as discovery items to spark interest.

DelPrete sees growing interest in lychee, goldenberries and rambutan. “Lychee and rambutan offer a fragrant, juicy eating experience that feels special for gatherings, while still being

26 progressivegrocer.com

The Trusted Logo

Consumers

Look For.

Shoppers are more likely to purchase products labeled Fresh From Florida

For more information on sourcing Florida products, scan here!

FreshFromFlorida.com/Retail | RetailMKT@FDACS.gov

FRESH FOOD

Produce

simple to prepare at home,” he says.

“Goldenberries add a bright, sweettart pop to cheese boards, yogurt and salads, while the papery husk signals freshness and helps protect the fruit’s quality.”

According to Fink, consumers are embracing tropical and culturally diverse fruits like dragon fruit, passion fruit, ube and peppers. “Dragon fruit is visually appealing and aids digestive health, while passion fruit’s sweet-tart flavor dishes up global flair to the consumer plate,” she says.

Ube represents the food color of choice this season as purple yams are used in desserts and lattes, Fink continues. Equally appealing, biquinho peppers are tear-shaped Peruvian peppers with mild heat and a sweet flavor.

Functional Superfoods

Thanks to the food-as-medicine movement, consumers are seeking value-added produce that offers cognitive benefits as well as gut health and immune support, Fink says.

Soursop, a tropical fruit, is being researched and studied for its potential anti-inflammatory and antimicrobial properties, Fink says. Also known as graviola, it offers a tangy sensory combination of citrus, pineapple and strawberry and is known for its spiky green skin, soft white pulp and sweet-tart flavor.

Leafy greens and cruciferous vegetables that are positioned as daily wellness staples for fiber, folate and detoxification include arugula, kale, spinach, Brussels sprouts and cauliflower.

Antioxidant-rich berries continue to be standouts as superfoods this year, including cranberries, blueberries and raspberries, Fink says. Linked to brain health, heart health and anti-inflammatory benefits, berries are often featured in snack packs and smoothie kits.

Although apples, pears and cherries have long been associated with good health, simply identifying as healthy is no longer enough. In a produce section with abundant choices, calling out the specific nutritional traits or functions of items can help consumers clarify their selections, says Jon DeVaney, president of the Yakima, Wash.-based Washington State Tree Fruit Association. “Fiber and gut health, as well as hydration, have been traits of interest for apple and pear consumers, while cherries’ anti-inflammatory benefits have gained attention,” he notes.

Pre-Cut Convenience Produce

Today’s consumers show a strong willingness to trade cost and freshness for convenience. In fall and winter, ready-to-use Retailers are using methods like farmer profiles to build emotional connections.

28 progressivegrocer.com

Goldenberries add a bright sweet-tart pop to cheese boards, yogurt and salads.

items such as chopped butternut squash, peeled cored apples, sliced root vegetables, and bagged mixes of winter greens or slaws are more common, Swamy observes.

Retailers and processors are investing in technologies – such as modified-atmosphere packaging – that preserve quality while giving speed and ease to consumers.

Uncle Giuseppe’s regularly develops new cut combinations to satisfy time-pressed shoppers. “Cauliflower rice and zucchini noodles are reliable performers because they fit nicely into low-prep, low-waste cooking and take sauces and seasonings well,” DelPrete says. “The key is daily cutting and tight quality control, so texture and flavor hold up.”

Fink notes that top pre-cut winners include apple slices, carrot sticks, mini cucumbers, jicama sticks and celery boat snacks that can replace ultra-processed food options in lunchboxes, fridges, and grab-and-go coolers.

Consumers are using pre-cut convenience produce not only to simplify their meal planning, but also to reduce food waste, she adds. Major retailers and c-stores are offering multi-compartment kits with pre-cut veggies, dips, and grains or cheese — ideal for time-starved and health-conscious consumers.

Promoting Produce

Retailers are increasingly using storytelling, e.g., grower videos, farm profiles and sustainability narratives, to build emotional connections, Swamy says. QR codes and digital traceability allow consumers to scan and learn more about origin, soil conditions or carbon metrics — turning packaging itself into a marketing channel.

Social media and influencer tie-ins, like shareable “produce of the week” or recipe posts, help to drive discovery, she continues.

Subscription-based boxes, meal kit partnerships with suppliers of seasonal produce, and “bundle” promotions, e.g., displays that educate consumers on how to cook a product, or suggestions on what pairs well with it, all help to lift basket size.

In-store sampling with recipe pairing, cross-merchandising with complementary items and dynamic pricing, such as discounts on items nearing the end of their shelf life, are also used. “These methods are effective because they reduce consumer friction, build knowledge and trust, and make produce stand out in a crowded store environment,” Swamy observes.

Getting the Basics Right

This fall and winter, consumers will seek out food that sustains them across multiple meals, with minimal waste. Clear cooking guidance at the point of sale, dependable freshness, and a breadth of sizes and varieties help households plan for both weeknights and holidays, DelPrete advises.

When the basics are excellent, shoppers feel confident branching out to newer varieties and exotic items.

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FEATURE

2025

Awards

Forward Momentum This year’s 2025 GenNext honorees show that youth is no barrier to achieving great things in the grocery industry.

By PG Staff

R

anging in age from a tender 25 to a seasoned 39, this year’s GenNext Awards honorees work in a range of disciplines at a wide variety of retailers, CPG companies and solution providers, but the people appearing on the following pages all have one important thing in common: their dedication to furthering the food industry through their extraordinary efforts.

Youth has proved no barrier for our 107 honorees, all under the age of 40, who have stepped up to take charge in the face of operational challenges, economic pressures, staffing issues and more to deliver the goods for their businesses and, by extension, the millions of consumers who depend on them. These young leaders have already learned that “growth often comes with obstacles,” in the words of one nominator, and most have applied that lesson by taking a proactive approach to future problems.

This approach includes bringing new ideas to the fore and having the know-how and tenacity to implement

30 progressivegrocer.com

them. “By combining strategic thinking with hands-on leadership, she is shaping a future where both associates and customers benefit from her forward-focused approach,” a second nominator said of a candidate who was ultimately chosen to receive a GenNext Award.

What’s more, as well as excelling at their respective jobs, many of the 2025 cohort of GenNexters are paying it forward to those just starting out on their own career paths, helping develop colleagues’ skills to feed the pipeline of talent that keeps this industry so vibrant. As a third nominator noted admiringly of an honoree, “Many of the colleagues she has mentored are firsttime professionals who have excelled in the wake of her tutelage.”

Read on to find out more about our 2025 GenNext Awards recipients.

MARY ZHOU

SARA ANDREOLI

ALICIA GARZA

Chief of Staff, 99 Ranch Market

VP, Retail Operations, Acosta Group

Age: 28

VP Business Intelligence and Insights, Acosta Group

At 99 Ranch Market, Zhou is a driving force in fostering strong leadership and a collaborative team culture. She has implemented strategic initiatives that enhance executive alignment, empower leaders and improve cross-functional collaboration. Her ability to streamline decision-making and create structured communication channels has strengthened teamwork and operational efficiency across the organization. Further, Zhou mentors emerging talent and has built an inclusive culture where diverse perspectives thrive. She has cultivated an environment fostering innovation, engagement and long-term success.

Andreoli’s strategic initiatives have elevated Acosta’s Canadian market presence. She developed a more independent, insight-rich reporting function that leveraged newly available data assets. This involved creating customized reporting solutions to reduce client costs and drive revenue growth and positioning. Acosta can now standardize outputs, make data accessible across business units and empower teams that may not have had access to complex or cost-prohibitive insights. Andreoli also runs public-speaking and presentation workshops for her team.

Age: 38

Age: 35

Garza collaborated with internal cross-functional partners to design and implement real-time dashboards for field managers. These tools have allowed leaders in the field to instantly access performance metrics, enabling faster, more informed decisions at store level. Additionally, Garza’s team developed automated, customized reporting that is delivered directly to field managers each morning and is tailored to their specific needs. This “daily snapshot” allows them to start each day with clarity as to where to allocate their time and resources, improving team productivity and execution.

COURTNEY KAES

REBECCA FEASER

ETHAN HEARLE

DEAN MILLER

Senior Director of Sales, Acosta Group

Manager, Reporting and Analysis, ADUSA Distribution

Manager, Distribution Inventory/Receiving, ADUSA Distribution

Industrial Engineer, ADUSA Distribution

Age: 28

Age: 34

Feaser’s role ensures the seamless flow of information between leaders and operations associates. She built the reporting and analysis team from scratch, successfully recruiting, training and developing a team of seven professionals who hit the ground running. The team’s crowning achievement was creating the first-ever Distribution & Transportation services and vendor inbound compliance applications, involving more than 30 new reports across critical operational areas. These applications revolutionized how data is accessed and used company-wide, enhancing visibility and enabling data-driven decision-making at every level.

One of Hearle’s significant accomplishments was the creation of a labor utilization tool that tracks cleaning frequencies against available labor hours, ensuring that critical sanitation work is completed on time and efficiently. This has reduced labor hours, improved compliance and reduced sanitation gaps. He also led an initiative to modernize equipment and optimize procedures, aligning the department with current industry best practices. Simultaneously, Hearle promoted key team contributors and built a structure emphasizing accountability and ongoing improvement. These moves increased code adherence and audit compliance.

Age: 29

Clients’ sales under Kaes’ team’s management grew 5.4% in dollars over the past year. She also successfully managed the business of several key clients at Albertsons corporate, the Albertsons Intermountain division and WinCo. Her responsibilities included trade planning, managing client funds and overseeing new-item reviews and business updates. These efforts resulted in significant achievements, such as a 23% increase in Freshpet sales and a 474% increase in Poppi sales in the Intermountain division. As a strategic and results-oriented leader who is also supportive, Kaes has been instrumental in training and motivating her team of nine business managers.

Age: 28

Miller has contributed to multiple large-scale projects that have improved efficiency and optimized warehouse performance. One key initiative involved leading re-slotting and re-rack efforts to maximize space, improve product flow and reduce handling time. Changes directly support cost savings and improve throughput during peak periods. Miller was also instrumental in onboarding and training new engineers, sharing institutional knowledge and helping them quickly acclimate to the distribution network’s pace and complexity. Additionally, he played a leadership role in transforming ADUSA’s internship program into a talent development pipeline.

PROGRESSIVE GROCER October 2025 31

FEATURE

2025

Awards

KELSEY RIOUX

BLAKE WARD

COREY BULETZA

ANKITA SHARMA

Manager, Network Inventory Control, ADUSA Distribution

Director, Automation, ADUSA Distribution

Director of Fresh Sourcing, Ahold Delhaize USA Services LLC

Senior Software Engineer, Ahold Delhaize USA Services LLC

Age: 34

Bringing to his role a diverse background traversing multiple supply chain disciplines, Ward has led cross-functional groups in the implementation of several strategic projects. These included rebuilding two sortation systems and replacing 200-plus linear feet of conveyance with no operational downtime. His team also launched the iWarehouse program, leading to a 60% safety improvement and a reduction in lift repair/replacement costs. The implementation of equipment upgrades generated annual savings and productivity improvements of 8% to 15%. Ward received ADUSA’s Strike Common Ground award for his leadership of teams.

Age: 37

Age: 32

Buletza, whom colleagues describe as a decisive, team-focused communicator, played a key role in transitioning the operations of two fresh meat facilities from Ahold Delhaize USA to a vendor. This resulted in vendor colleagues moving into the company and onto Buletza’s team. He quickly integrated them while taking on his new responsibilities. Under his auspices, this new group is able to work collaboratively, efficiently and effectively. Buletza and his team also partner with the company’s local retail brands to drive meaningful savings and value that’s then reinvested into Ahold Delhaize USA and its brands.

Sharma played a major role in driving an order hub initiative forward, collaborating with external technical contractors, stakeholders and architecture teams while balancing her existing workload. Her efforts yielded a tool that gives operations teams real-time visibility into customer orders, letting them proactively monitor and address issues. This helps mitigate revenue impact while significantly reducing incident resolution time.

Sharma’s ability to maintain momentum on this project and align multiple teams without disrupting ongoing priorities accelerated progress on the digital team and inspired those around her.

VICTORIA SHEN

KIARA BANKS

JOHNATHAN HERON

COURTNEY HOPCRAFT

ESG Finance Analyst, Ahold Delhaize USA Services LLC

Manager, Store Communications, The Giant Co.

Store Manager, The Giant Co.

Manager of Community Relations and Strategic Partnerships, The Giant Co.

Age: 25

Age: 34

Shen conducts pre-submission reviews and validation processes and participates in climate risk assessment data collection as well as European taxonomy reporting. She has an outstanding ability to identify errors, collaborate with teams to implement corrections and enhance reporting quality, ensuring compliance with industry standards and sustainability goals. Shen also wrote a consultation paper on emissions reporting, providing a clear framework for properly allocating emissions within the correct scopes.

Banks has led initiatives to improve store user experience with communications platforms. By changing the workflows for the store communications department, she reduced overall volume of communications in the company task management system.

Banks also refreshed 20 department-specific sites on the company intranet, improving navigation and organizing content to be impactful, and she rolled out a new single-signon mobile interface that introduced core work applications on 3,200 mobile devices at 198 locations.

Age: 38

As a recognized expert in inventory control and planning, Rioux provides leadership that fosters growth, motivates employees and promotes continuous improvement. For example, ADUSA’s Vendor Inbound Compliance program experienced major growth, putting intense pressure on its infrastructure. Rioux took charge of the program, navigating its complexities and initiating a complete overhaul that yielded a more efficient, streamlined operation. She also created a receiving governance function, under which she establishes new processes and best practices for that operational area, generating greater efficiency and consistency.

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Age: 39

Heron’s most significant accomplishment to date was being appointed store manager of one of the newest Giant stores, located on South Broad Street in Philadelphia. Leading up to and following the December 2024 grand opening, he took the lead in establishing solid partnerships with local organizations. The store has created more than 200 jobs and continues to provide freshness and value to the community. Additionally, in his work with the Empower business resource group, Heron is passionate about mentoring and supporting others within the organization.

Age: 38

Hopcraft has improved internal education as regards community relations programs, ensuring that store teams fully understand key initiatives and deadlines. She helped develop a volunteer calendar incorporating all community relations, regional partnerships, and DE&I events, and she oversaw work to enhance the guidelines of Giant’s Take Care Fund for associates. Hopcraft also co-chairs Giant’s LINC business resource group, which focuses on women through a lens of career growth, business acumen and community support.

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atulations Anki ey and Victoria!

We are proud of our GenNe t Award winners uture vation and vision. Fr er s t e beyond the workplace s leaders represent the very best of ocery s ne eneration. www.adusa. https://www.linkedin. ahold-delhaize-usa/

any/

Senior Software er

Corey Buletza Director of Fresh Sour

Victoria Shen ESG Finance Analyst

FEATURE

2025

Awards

KYLE TAYLOR

BRAD BELL

KATHERINE BOUSSON

Business Intelligence Analyst, The Giant Co.

Creative Manager, Giant Food

Category Manager, Giant Food

Manager Price Strategy, Giant Food

Age: 29

Age: 37

Age: 34

Age: 35

Taylor has become a leading voice for truth, insight and collaboration at The Giant Co. For instance, he recently led the development of several business intelligence tools and reports that provide immediate and actionable insights in the areas of sales, labor, customer experience, replenishment and merchandising. Taylor’s mastery of business intelligence solutions provides daily insights that have improved visibility to information and eliminated the need for manually generated legacy reports, as well as enabling Giant’s leaders to identify risk and future opportunities with minimal effort.

Bell’s campaigns push the boundaries of traditional marketing. He led the Home to Home storytelling series and the This is Home campaign, the latter an award-winning culturally significant series that highlighted community members’ and associates’ heritages and food traditions. Both efforts show Bell’s ability to create authentic, inclusive narratives that resonate with diverse audiences while conveying the brand’s value and community connection. He also helped restructure the creative team by streamlining processes and optimizing workflows, thereby achieving a six-figure cost savings.

Bousson’s deep understanding of market trends, ability to anticipate consumer preferences, and strong relationships with key suppliers contributed to the growth and profitability of the condiment and sauce categories. Careful analysis and market research insights led her team to introduce a variety of innovative products that meet emerging consumer preferences and keep the brand competitive and well positioned.

Further, Bousson’s expertise in data analysis and forecasting has allowed her to consistently optimize inventory levels, reduce stockouts and improve supply chain efficiency.

Davidson’s visionary leadership and process innovations helped drive Giant Food’s pricing strategy.

Her focus on both technical and human solutions demonstrates her ability to lead through complexity and deliver meaningful outcomes. She transformed Giant Food’s commercial forecast process by identifying inefficiencies, partnering with a vendor to implement advanced solutions and coaching the team to adopt new practices. This initiative elevated forecasting accuracy and enabled more effective long-term decision-making.

Davidson also developed critical internal pricing tools.

Kevin Bolstridge Senior Manager of Operations Congratulations to our very own GenNext Honoree!

Kevin, thank you for your commitment to excellence and the communities we serve.

Your dedication and contributions continue to inspire us all.

TERESSA DAVIDSON

FARID VATAN

AMANDA GONSALVES

SERE QUARLES

ERICK RIVAS

Manager Distribution Systems, Giant Food

Category Manager, Stop & Shop

Store Manager, Stop & Shop

Age: 37

Age: 33

Age: 36

Distribution Operations Supervisor, Stop & Shop

Vatan accomplished a wide range of key initiatives that contributed to operational efficiency and technological advancement at the Jessup, Md., distribution center. He upgraded Vocollect servers, introducing a French-language package to support a diverse workforce. Vatan also successfully transitioned handheld devices to a new operating system and integrated Intune endpoint management for improved security.

He played a pivotal role in maintaining operations during a cyberattack, ensuring data recovery and business continuity. Additionally, he expanded WiFi coverage to improve connectivity.

A notable project spearheaded by Gonsalves was transitioning cosmetics from vendor-provided fixtures to a smaller, pegged format, with the aims of optimizing space, improving merchandising efficiency and providing a better overall shopping experience.

She also works with vendor partners to get ahead of challenges and come up with mutually beneficial solutions. Gonsalves’ leadership is further shown by her organization of learning sessions and ability to foster knowledge sharing and professional growth, as well as by her willingness to assume authoritative roles outside of her core duties.

In her role as manager of a Stop & Shop store in Levittown, N.Y., Quarles consistently upholds store standards and provides exceptional customer service. When her location received many associates transferring from a nearby closing store, she smoothed the transition as much as possible by giving the new associates a welcome letter providing store information, including relevant contacts. Quarles is also the district lead for Stop & Shop’s Store Culture Committee, to which store managers submit small wins that occur at their locations, and she mentors associate store managers in her district.

KERON SIMMONS

CONNIE MARIE CALIMBAS

MAYRA CIPRES

AMANDA FROST

Store Manager, Stop & Shop

Front End Operations Manager, Albertsons Cos.

Store Director, Albertsons Cos.

Service Deli Operations Specialist, Albertsons Cos.

Age: 39

Simmons implemented a recognition program that celebrates both individual and team achievements. By regularly acknowledging small wins, he fosters a culture of appreciation that motivates employees and boosts team morale. This innovation not only improved employee engagement, but also directly contributed to enhanced operational performance. Simmons’ leadership was also evident during a challenging period when supply chain issues led to increased out-of-stocks.

He held brainstorming sessions with his team to identify creative solutions, resulting in proactive measures that significantly reduced out-of-stocks and improved inventory management.

Age: 31

Among her numerous accomplishments at Safeway, Calimbas created a digital front end manager and bookkeeper teams channel hub, where all front end resources are accessible in one area, an innovative move that has improved communication and processes, and she grew NorCal Proud Facebook page membership by 65% from the previous year, creating a welcoming, inclusive environment for associates to share what they’re proud of in their stores. Dedicated to team development through mentorship and training, Calimbas is upbeat and happy to help others, adding fun and joy to work.

Age: 39

Cipres is a training champion for San Diego’s South Area, where she was specially selected to coach and mentor future store directors and assistant store directors. She also serves as a district labor coach, supporting her fellow associates with best practices and guidance in labor and scheduling. In her role as a store director, Cipres collaborated closely with Starbucks’ district manager to thoroughly understand the business and how her team could provide the best experience. Additionally, she somehow found the time to complete both the Retail Certificate Management and the McKinsey Academy programs.

Age: 31

Recognizing the vast cultural backgrounds and potential language barriers that his team faces, Rivas has created a nurturing environment that fosters growth and retention.

Already fluent in Spanish, he learned key phrases in Haitian Creole and Portuguese to communicate better with his team. He also developed a strategy incorporating visual aids to enable new hires speaking various languages to better engage in a 90day training program. This initiative not only improved the associates’ comprehension, it also fostered a sense of community among them.

Age: 35

One of Frost’s priorities is to develop a team of dedicated and passionate leaders and mentors who share her devotion to providing an exceptional product/service experience for shoppers. She prepared and hosted a meeting with the district’s food safety leadership that emphasized the importance of food safety and sanitation practices and communicated that importance to deli department teams. Frost also developed the Hero Hour follow-through program, which encourages and requires that each location guarantee preparedness for evening sales and business growth opportunities.

PROGRESSIVE GROCER October 2025 35

FEATURE

2025

Awards

JOSE HERNANDEZ

JEFFREY IM

LILY MORRIS

MARK VALDEZ

Store Director, Albertsons Cos.

Manager of Visual Design and Content, Albertsons Cos.

Sales Manager of Ethnic-Micro Market, Albertsons Cos.

Floral Operations Specialist, Albertsons Cos.

Age: 35

Hernandez manages District 44’s highest-grossing store, where weekly sales average $1 million. He excels at managing store operations while actively supporting district-wide programs. Hernandez leads weekly cost-of-sales conference calls, acts as a district labor coach and tracks competitors’ activities. In 2024, he received the District 44 AVP Store Director Award. Hernandez was also selected to attend the McKinsey & Co. Hispanic & Latino Management Accelerator. A graduate of the Retail Management Certificate Program, he is currently pursuing a bachelor’s degree in leadership at Cal Poly Humboldt.

Age: 37

Age: 38

Age: 32

During January’s Eaton and Palisades fires in Southern California, Im produced a public-facing and internal video featuring the division president. The video, which highlighted Albertsons’ fundraising campaign to support affected neighborhoods, was shared on Albertsons’ social media platforms and internally throughout the company, raising $6.6 million for disaster relief. This past March, Im worked with the director of public affairs to create an internal video for the store director meeting. It emphasized how the division and company supported associates and communities affected by the fires.

Recently promoted, Morris spent the past four years as a floral sales manager. In that role, she created competitive pricing and implemented successful marketing campaigns.

Her company-leading ESG initiatives, along with her SoCal Awesome Blossom Merchandising Magazine, significantly improved sales and operational efficiency. Both programs have been rolled out at multiple divisions. Morris’ team also implemented customized floral merchandising at 98 Hispanic stores while helping to drive top-line sales. Her new role emphasizes inclusion and belonging for associates and customers alike.

Valdez sets goals and enacts change.

Instead of waiting for others to solve dilemmas, he takes the initiative and requires little direction during grand openings or show store prep. When Valdez was appointed to his current district, floral was behind in identical-store (ID) sales. After familiarizing himself thoroughly with the stores and personnel of the district, he began training and re-merchandising.

Within a few months, floral sales in the district moved from negative IDs to positive IDs. Following Valdez’s work, in 2022 and 2023, co-workers honored his district for having the best floral operations.

KEVIN BOLSTRIDGE

CHRIS CHATTERTON

LORA GEORGE

DANIEL GILBERT

Senior Manager, Warehouse Operations, Associated Grocers of New England

President, Bay Food Brokerage

Project Manager, C&S Wholesale Grocers LLC

Senior Manager, Procurement, C&S Wholesale Grocers LLC

Age: 37

Bolstridge is part of the Warehouse Development Collaborative (WDC), launched in 2024 to improve culture, engagement, cohesion and retention.

He enforces the WDC’s initiatives, ensuring sustained momentum and serving as a cheerleader. His team’s efforts helped warehouse retention rates improve 18% over the last year.

Bolstridge was also chosen by senior leadership as one of Associated Grocers’ first 15 culture ambassadors, due to his ability to foster a positive workplace culture. His efforts help honor the company’s cultural legacy while building upon it.

36 progressivegrocer.com

Age: 38

Since joining Bay Food Brokerage in 2011, Chatterton has fostered exponential growth. Revenue grew an impressive 94% within his first four years. Additionally, from 2015 to 2020, Bay Food more than doubled its revenue and staff, leading to recognition as the 32nd fastest-growing company on the Tampa Bay Business Journal’s Fast 50 List in 2021. For 2024, annual revenue was 900% higher than when Chatterton joined the company. He currently owns 40% of Bay Food and will command 100% when current CEO Cammie Chatterton transitions to a chairwoman role this December.

Age: 32

Age: 34

George was the driving force behind C&S’ integration of automation into its warehouse operations. This multiyear project necessitated expertise across several areas, including logistics, engineering, construction and IT. Under George’s leadership, the project navigated such complex challenges as integrating advanced software, modifying infrastructure and rethinking workflow processes. She successfully facilitated communication among all involved parties, ensuring that every decision took into account both technological feasibility and operational efficiencies.

One of Gilbert’s key contributions was the successful training for the implementation of a new company-wide buying system, which streamlined operations and improved efficiency.

The system also played a crucial part in supporting the order management conversion for southwest regional customers, ensuring a smooth transition and a better customer experience. Gilbert also onboarded a new West Coast customer, expanding C&S’ reach and generating growth in an important geographic region.

His leadership led to a successful integration.

Ethan Hearle er Inventor

atulations!

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Our GenNe t Award winners are Trusted to Always Deliver Kelsey Rio

creativity ocery retail forwar werfu ties.

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act in

Blake Ward Director

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www.adusadistribution. https://www.linkedin. any/adusa-distribution

Harris Teeter would like to congratulate our 2025 GenNext Winner!

G e nN ex t WI NNE R S

LO R A GEO R GE Project Manager

Ahmad Richardson Produce and Floral Specialist

DA NIE L GIL BE RT Senior Manager, Procurement

CO DY M IL L ER Director, Operations

FEATURE

2025

Awards

CODY MILLER

JESSIE ATHERLY

KAITLYN FUNDAKOWSKI

RACHEL WINNALL

Director, Operations, C&S Wholesale Grocers LLC

Director of Sales, Chomps

Senior Brand Director, Chomps

Age: 34

VP Digital, Marketing and E-commerce, Chomps

Miller has consistently delivered exceptional results on financial targets across West Coast teams and facilitated year-over-year operational savings of several million dollars across key performance indicators.

He has formed strong relationships with union partners and significantly influenced team culture. Miller led three West Coast distribution centers to full capacity through new customer integrations and dedication to ongoing betterment. In October 2024, his role expanded to Sacramento, Calif., where, during his first two months, he led the team to achieve a 100% increase in volume and headcount.

Atherly’s expert strategic sales leadership yielded a 340% increase in mass channel sales year over year, significantly contributing to Chomps’ overall 292% year-over-year sales growth. She cultivated strong relationships with major chains like Target and Walmart, garnering placements that have driven sales and brand visibility. For example, she secured the No. 1 display position on a Target wellness end cap. Atherly’s ability to comprehend the intricacies of the mass channel and tailor sales strategies has been a major factor in helping Chomps establish a strong presence in more than 30,000 retail locations.

Arriving at Chomps as its e-commerce manager in 2019, Fundakowski has swiftly climbed the career ladder. A key talent is her ability to develop and execute innovative digital marketing strategies that drive online sales and customer engagement. For instance, she played a major role in the successful online launch of the brand’s Smoky BBQ Beef flavor, which became a top seller on Chomps’ website, generating 92.5% five-star reviews. Additionally, under Fundakowski’s guidance, Chomps has achieved astounding 1,500% growth on Amazon and a 430% direct-to-consumer increase.

CLAIRE ZWIERZCHOWSKI

ALEX KOPPLIN

VNAY BEDI

ERICA CAMPBELL

Senior Director of Business Analytics, Chomps

Principal, Conlego LLC

VP, Cox’s Seafood

Age: 39

Age: 39

Director of Talent Management, Dierbergs Markets

Having worked at companies like Whole Foods, Giant Eagle, Sprouts and Meijer, Kopplin is regarded as a go-to advisor for grocers, helping them negotiate deals and create lasting partnerships with suppliers.

His work has generated more than $500 million in new savings and investments for clients. Knowing the challenges that retailers face in negotiating with hundreds of vendors simultaneously, Kopplin developed Portager.ai, the first software-as-aservice platform that makes negotiating with suppliers easy, efficient and powerful. The results have had a huge impact on merchant businesses.

Following successful stints at Land O’Lakes and Vermont Creamery, Bedi is reshaping Cox for long-term success. He led a complete overhaul of the company’s sales and marketing strategies, built a high-performing team, and secured top-tier brokers and agencies to support scalable growth. Under his auspices, Cox earned Responsible Fisheries Management certification and the Publix Catalyst Award. Bedi also expanded the company’s brand reach through a partnership with Taste of NFL and GENYOUth, and he served as a board member of the Sustainability Round Table.

Age: 34

Age: 34

Zwierzchowski’s data-driven insights supported Chomps’ 292% year-overyear growth, contributing significantly to its success in a rapidly evolving market. These insights, along with her strategic planning and accurate forecasting in collaboration with retailers, were also crucial in guiding customer line review conversations. Further, Zwierzchowski played a key role in the expansion strategy for Chomps’ Smoky BBQ Beef flavor. Sales in the overall meat snack category grew $210 million over the past year, per SPINS, with Chomps driving $158 million of that growth.

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Age: 32

Age: 36

Year-over-year sales for the Chomps snack brand grew an astonishing 292%. Winnall played a significant part in shaping brand identity and driving consumer engagement during this period of explosive growth. To begin with, she built a large and effective team, overseeing omnichannel, partnerships and community growth (including social and influencer strategies) and core brand teams.

Winnall also spearheaded impactful campaigns for such key moments as “Back to Routine” and the New Year Goal Big initiative, working with the partnerships team to secure key relationships with Strava and Reese’s Book Club.

Age: 37

Campbell has helped change Dierbergs’ talent strategy to meet the needs of today’s grocery sector. She created the Be Dierbergs employment brand, a values-driven platform that authentically communicates the company’s culture internally and externally. This improved Dierbergs’ brand visibility and acted as a foundational tool for improving talent attraction and retention across the company.

Campbell additionally championed internal branding efforts, embedding Be Dierbergs into the employee experience, from onboarding to career development.

Congratulations To Our GenNext Award Recipients

Alicia Garza

Sara Andreoli

Courtney Kaes

Vice President, Retail Operations

Vice President, Business Intelligence and Insights

Senior Director of Sales

Progressive Grocer’s GenNext Winners

Meijer congratulates these team members who are bringing more good to food retail.

Brittany Deleon Store Director

Josh Lower

Assistant Store Director

Meredith Dodge Manager, Corporate HR

Robert Schultz

Merchandise Director

Erin Ribitch

Manager, Produce Business

FEATURE

2025

Awards

LAUREN EICHELBERGER

SAEE PANSARE

LEO NAGDAS

MATT SEUBERT

Director of Business Development, Divert

Senior Project Manager-Technical, DoorDash

Head of Corporate Development and Ventures, dunnhumby

Director-Digital Marketing, Eggland’s Best

Eichelberger played a critical role in expanding Divert’s reach by more than 3,500 stores and 20 distribution centers while growing the company’s national diversion program, which donates unsold food to food banks. Working closely with retailers to identify pain points, she helped Divert’s solutions team create and execute pilot programs focused on wasted food prevention and reduction. The programs had 100% participation and compliance and achieved 90% wasted food diversion in just six weeks — results that led to more than 500 additional retail store locations adopting the program.

Age: 30

Age: 33

In her former role as lead product manager at Amazon, Pansare launched several customer experience products that transformed grocery access for Amazon customers. Her flagship achievement was revolutionizing Whole Foods Market’s Online Pickup service, reducing customer wait times from 3.5-plus minutes to under 2.5 minutes for 95% of customers. She also established new performance metrics and implemented team-wide training to maintain momentum in customer service excellence. Pansare excels at building bridges across teams and fostering knowledge sharing.

Nagdas helped dunnhumby navigate the rapidly shifting consumer data and retail AI solutions landscape. He created Retail Innovation Network, one of the largest open-innovation ecosystems in the retail technology space, in under a year. His collaborations with external partners and internal cross-functional leaders led to new software solution launches across retail media, loyalty, store-level retailer competitive strategy and product intelligence. Nagdas also created Dunnhumby Ventures: Incubate to encourage junior employees to build new solutions.

ALLISON GREENE

JACKIE JOHNSON

MICHAELA TOSONE

CAROLINE GUENTHER

Retail Partnerships Manager, Fairtrade America

Senior Director Merchandising Systems and Support, Festival Foods

Senior Manager, U.S. Partnerships, Flashfood

VP, Head of Product, Flashfood

Age: 38

Age: 35

Age: 30

In a bid to raise Fairtrade America’s profile, Greene crafted messaging and then gave more than 100 presentations to stakeholders last year, describing the benefits of sourcing on Fairtrade terms. The strategy led to significant growth in awareness, generating more than 20 new relationships, 17 new private label offerings and an estimated $50,000plus in sales for farmers worldwide in its first year alone. Greene’s work helped Fairtrade beat its revenue plan by 81% in 2024, and the organization is on track to deliver similar results this year.

The production item management initiative designed by Johnson led to significantly enhanced associate productivity, improved production processes, and higher sales and product quality. Her cutting-edge AI-based forecasting and production-planning system modernized the company’s fresh department operations and provided associates with the tools and understanding to grow with evolving guest needs. Johnson also led the development of a departmental segmentation and clustering strategy that enables fresh department teams to tailor assortments by location.

Under Tosone’s leadership, Flashfood grew its footprint in the United States and helped retailers make the most of their outstanding inventory, increase their sell-through rates and minimize the amount of food wasted. She spearheaded Fresh to Frozen, an initiative that drives retailers to post about the extended lifespan and cost savings of meat and seafood that has been frozen by its best-before date. The initiative resulted in a 98% sell-through for items listed. Further, Tosone’s Posting Champion system urges retailers to dedicate staff members to Flashfood posting duties.

Age: 35

40 progressivegrocer.com

Age: 35

Seubert has spearheaded Eggland’s Best’s evolution into a modern, digitally fluent brand within the fresh grocery space by creating a digital commerce strategy that unifies brand building and performance marketing across platforms, driving Eggland’s Best to deliver growing household penetration and sales online and offline. To drive this change, he instilled a culture of consumer obsession by onboarding new measurement and research tools. Seubert’s combination of new tools and new insights has elevated Eggland’s Best to an authoritative place as a category and digital expert.

Age: 38

As the lead for business development of an all-new partner app for Flashfood’s grocery customers, Guenther incorporated feedback from shoppers and grocers alike to inform the design of a new app that aimed to reduce friction at all touchpoints for the grocers that deploy Flashfood, making it easier for them to reduce food waste and increase sell-through.

Her improvements helped to reduce the time required to post items, increase the number of items posted per store each day, and improve reporting tools and functionality within the app, providing grocers with a seamless tool.

Congratulations to our 2025 GenNext Award Winners

Kiara Banks

Johnathan Heron

Courtney Hopcraft

Manager, Store Communications

Store Manager

Manager, Community Relations and Strategic Partnerships

TM

JEFF EARL

EMILY JONES

NEHA POKHARNA

TIM PATTERSON

Director, Merchandising (Meat, Seafood and Bakery), The Fresh Market

Manager, Retail Category, The Fresh Market

Senior Analyst, Customer Insights and Loyalty Analytics, The Fresh Market

Director of Business Transformation, Gelson’s Markets

Age: 35

Age: 30

Age: 37

Age: 37

One of Earl’s major accomplishments was the development and launch of the Argentinian Reserve beef program, an end-to-end initiative that brought a premium international offering into The Fresh Market and contributed meaningfully to meat department sales growth. Earl spearheaded the project from concept to execution, building vendor relationships, overseeing the import process and designing an impactful in-store presentation. His ability to unite teams, stay focused on end goals and deliver high-performing programs demonstrates his strong leadership skills.

Jones stepped into her role at a pivotal time and made an immediate, lasting impact. She led the completion and company-wide rollout of a complex two-year IT initiative to simplify local ordering and invoicing, laying the groundwork to scale the local program effectively across all stores. Further, Jones developed a store referral process to intake and vet local item recommendations, ensuring that vendor qualifications were prioritized and setup was more strategic, and she led a cross-functional project to streamline what had been a lengthy, email-heavy system.

Pokharna is revolutionizing loyalty by combining data science, financial acumen and human-centric leadership. She has reimagined loyalty at The Fresh Market by spearheading the development of a next-generation personalization engine that transforms customer interactions into actionable insights that drive revenue, her rigorous financial modeling turning a high-stakes investment decision into a resounding success.

When early data flagged potential challenges, however, she halted the campaign to recalibrate her strategy, resulting in a 30% higher ROI.

Patterson, who recently joined Gelsons, was previously director of e-commerce at Albertsons, where he helped grow the e-comm business while making consumers’ digital shopping experience more effective.

He set clear, meaningful goals and guided his team in understanding and executing them, holding himself and them accountable for results. This yielded 1.0% sales growth for the total division and an improvement of on-time customer handoffs by 550 basis points. Under Patterson’s watch, there were also big improvements in on-time tilling and in-stock availability.

PROGRESSIVE GROCER October 2025 41

FEATURE

2025

Awards

KELSEY STROUSE

LANGDON NGO

JESSICA SAKINO

CALLI BRANNAN

Merchandising Manager, Bakery, Giant Eagle

Director of Technical Services, Grocery Outlet

Senior Product Manager, Grocery Outlet

Age: 38

Age: 38

Age: 34

VP of Retail and Industry Partnerships, GuacAI

Strouse played a key role in testing the BluePrint process and creating training videos for chain-wide implementation. She was also instrumental in improving weekly communications between bakery merchandising and stores and operations. Recognizing the need to have all lines of business working together on cross-merchandising, Strouse volunteered to lead the team. A “make it easy for the stores” approach led to more easily executed displays that have significantly improved store merchandising.

Additionally, her simplified Market District patisserie program enabled easier store execution.

During his first six months at Grocery Outlet, Ngo built the company’s technical services department from scratch, developing a suite of protocols, programs and procedures that are now the private label program’s cornerstone of quality and regulatory standards. He also headed the cross-functional team implementation of a program allowing stores to execute a recall within required time frames, with an easy-to-trace document trail. An advocate for food safety and transparency, Ngo led compliance of the FDA Food Traceability Rule, improving the efficiencies of researching consumer complaints.

Tasked with developing a new private label line of baking products, Sakino collaborated with eight suppliers to develop 25 new items across 12 distinct baking categories, with all products launched in time for the holiday baking season – a major selling opportunity. The resulting product line drove double-digit dollar sales and unit and profit growth in what had once been a stagnant category, and beat projected sales and profit for each product launch, ranging from 10% to more than 800% category growth.By identifying opportunities across categories, Sakino was able to save an average of 20%-plus in cost of goods.

In her previous role as VP of customer success at Flashfood, Brannan led the launch of Flashfood for Independents, an app designed to meet the unique needs of independent grocery retailers, expanding Flashfood’s presence to urban centers and rural communities. In the app’s first six months, the platform gained nearly 100 independent grocers. Brannan championed a partnership with Decagon AI to better automate the customer support function. Decagon now handles 100% of Flashfood’s customer support tickets, and 90%plus of inquiries are resolved without human intervention.

Age: 31

AHMAD RICHARDSON

BRYAN GUADAGNO

RACHEL HURST

COLE LULIC

Produce and Floral Specialist, Harris Teeter

CEO, It’s Skinny

Age: 30

Age: 34

Regional Head, The Kroger Co./General Office-Corporate Affairs

Home Director, The Kroger Co./General Office-Merchandising

Richardson’s strategic initiatives to drive sales growth, streamline waste management, enhance product presentation and elevate customer perceptions improved KPIs and consumer feedback in a previously underperforming market. He achieved a 1.33% reduction in waste, which contributed to a significant 1.04% gross profit increase. Richardson is adept at optimizing store layouts for consumer and operational success and identifying creative opportunities for improvement. His ability to communicate his vision, craft practical and achievable plans, and execute them with thoughtful leadership have helped advance produce operations.

Determined to create a natural, low-calorie, gluten-free pasta alternative, Guadagno founded the It’s Skinny pasta brand, which uses konjac flour as a key ingredient to deliver the taste and texture of traditional pasta – without the carbs or gluten. Guadagno’s unwavering focus on strategic thinking has not only fueled the innovative brand’s entry into 7,200-plus retail locations and created a strong direct-to-consumer and Amazon presence, it has also helped drive a major cultural shift in how healthy eating is defined, reframing the conversation from rigid labels or compromise to a more inclusive message.

Age: 38

Age: 31

Hurst’s passion for community impact has driven her to create innovative strategies that boost the company’s local presence and deliver bottom-line results. Last year, collaborating with a nonprofit partner, she expanded what was a Michigan-based event to 10 states and 12 cities, helping nearly 2,000 families. This initiative, which involved the work of associates, community members and local sheriffs, provided essentials and food to neighbors in need. Beyond her community work, Hurst serves on boards focused on leadership development and supporting families affected by cancer.

Since joining Kroger in April 2024, Lulic has quickly made an impact on its general merchandise business, launching Fresh Finds, a disruptive aisle driving incremental sales, in more than 300 locations and delivering 2%-plus growth in the seasonal business across the company’s more than 2,000 stores. Recently promoted to his present role, Lulic focuses on growing and integrating the home business across the Kroger network, providing solutions for customers’ everyday needs. His colleagues identify his outstanding leadership traits as curiosity, thoughtfulness and drive to succeed.

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JOE LAY

REBECCA PANCHO

MATTHEW DISALLE

MATTHEW SCOTT

Labor Manager, The Kroger Co./General Office-Retail Operations

Store Leader, The Kroger Co./Mid-Atlantic

Store Leader, The Kroger Co./Ralphs

Age: 33

Division Retail Operations Manager, The Kroger Co./Nashville

Despite pursuing advanced studies in the fields of chemistry and mathematical science, Pancho found her passion in food retail and subsequently dedicated herself to learning the industry. As the sole specialist supporting more than 80 stores, she played a critical role in teaching associates a completely new process from the ground up. To accomplish this, she developed training materials and job aids that were later shared across multiple divisions, demonstrating her peerless ability to lead through innovation and problem-solving. Pancho’s leadership is additionally defined by her commitment to mentorship and community engagement.

Under Disalle’s leadership, the Nashville division saw a remarkable turnaround: In 2023, 30% of stores had composite scores below 50%; today, that figure is zero, with 80% consistently exceeding company expectations. Always willing to pilot such company initiatives as transforming back-room operations, eliminating unnecessary stock, and improving department efficiency through targeted training, he achieved a 95% food safety audit score and exceeded pickup cost-to-serve profit goals by 23 basis points. Further, Disalle continues to influence enterprise-wide operational improvements.

Age: 32

Dedicated to optimizing labor through strategic scheduling and collaboration with HR, Lay introduced and implemented a new scheduling strategy, Open Shifts. This initiative fostered close collaboration between stores and their HR teams to better understand each store’s staffing needs by day and department. He also implemented two distinct savings initiatives, each generating $10 million-plus in savings and contributing to the development of specific departments. Beyond his daily responsibilities, Lay is active in Kroger’s Young Professionals employee resource group.

Age: 31

Age: 37

Scott’s initiatives at the store level in Kroger’s Ralphs division have driven sales, increased gross profit and EBITDA, and created a strong customer base. He has also given himself entirely to his store’s customers and surrounding community: During the Franklin and Palisades fires, for instance, Scott remained at the store during evacuation so that he could continue to support residents, as well as first responders for whom he supplied water and food – and even made coffee. Scott’s efforts helped hundreds, if not thousands, of first responders from all over the country – a testiment to his unique brand of servant leadership.

BRANDEN AARON PAULY

NICK RAPIER

SARWAN EBRAHIMKHEL

ROYMER DELEON

Supply Chain Network Strategy Director, The Kroger Co./Supply Chain

Group Manager of Product Management, The Kroger Co./Technology & Digital

Manager – Learning and Development, Lidl US

Specialist – Food Assortment, Lidl US

Age: 37

Age: 34

Age: 32

Pauly helped transform Kroger’s supply chain through network optimization, strategic cost reductions and automation technologies. He drove improvements in e-commerce fulfillment, last-mile delivery, traditional warehouse and transportation, increasing throughput and reducing operational costs. Pauly also established a team dedicated to network modeling within Kroger, developing an evergreen cost-to-serve model that’s now a foundation for its supply chain decisions. This innovation ensures that the company can continuously optimize distribution, reduce costs and improve service in the future.

Rapier, who recently left The Kroger Co., was a key leader of strategic initiatives focused on exploring new markets and opportunities, setting direction and driving execution for the company’s MAPLE (Marketing, Alternative Profit, Loyalty, eCommerce) and Omnichannel teams.

Throughout each step of the journey, he strove to empower his teams to focus on the most important things by quantifying value and maximizing impact. That leadership was demonstrated by his teams contributing more than $1 billion in value across commerce revenue, commercial revenue and cost avoidance.

Ebrahimkhel led the launch of Lidl US’s talent review process for store associates, an initiative that significantly influenced career development at the store level. Recognizing the need for a more structured and grounded approach to feedback, he created a comprehensive feedback library that gives managers essential tools to provide meaningful and constructive feedback to their teams.

Ebrahimkhel’s contributions have enhanced the way that managers and teams engage in talent discussions and contributed to team cohesiveness while setting new benchmarks for excellent performance.

Age: 27

DeLeon collaborated with the category management and branding and packaging teams to develop a new request-for-quotes process that drastically reduced time spent collecting assets and data. The new process streamlined workflows and increased performance for the entire department. He also worked closely with the IT and supply chain teams to create a comprehensive report used by multiple departments to track vendor deliveries. This report improved efficiency, enhanced interdepartmental collaboration and data transparency, and led to a better cross-departmental understanding of how teams work together.

PROGRESSIVE GROCER October 2025 43

FEATURE

2025

Awards

BRITTANY DELEON

MEREDITH DODGE

JOSH LOWER

ERIN RIBITCH

Store Director, Meijer

Manager, Corporate HR, Meijer

Assistant Store Director, Meijer

Manager, Produce Business, Meijer

Age: 36

Age: 36

Age: 33

Age: 39

As the director of the highest-volume store in the East Michigan region, Deleon plans and executes meaningful monthly initiatives — from leadership graduation celebrations to storewide events — that foster an environment in which associates feel valued, motivated and connected.

Her passion for and commitment to talent development lead her to continually find opportunities for the associates in her charge to grow, and her dedication to cultivating a positive, people-first culture makes Deleon an invaluable leader and a driving force within the organization.

Dodge led the store leadership restructuring, an extensive two-year project that involved the comprehensive redesign of the organizational structure in retail locations, role design, and the overall redeployment and change management of the workforce. Her approach included regular roundtables, touchpoints with store leaders, and rapid interventions to address potential concerns proactively. The project resulted in impressively low turnover rates and more than 2,000 promotions, with many team members moving into newly created lead positions.

Lower drove impressive results in his role as assistant store director at Store #107, in Dayton, Ohio — and when he stepped into the store director role from January through April of 2025. Under his leadership, the store achieved an outstanding on-shelf availability score of 96.40 year to date (YTD) and is currently up 8.70% to plan in sales fiscal YTD). Lower’s influence extends beyond numbers — he invests in his team through patient, enthusiastic coaching, building a robust bench of future leaders. His impact is felt daily and is integral to the store’s continued success.

Ribitch helped develop Meijer’s Floral & Vine brand and played an instrumental role in planning the produce wet-wall reset — contributions that were pivotal in driving 13% growth in floral and helping the produce department meet its $100 million plan. Her adaptability in taking on a new role while achieving remarkable success demonstrated her unwavering commitment to excellence and her ability to drive meaningful business growth. According to her colleagues, Ribitch’s contributions have set a high standard of leadership and performance at Meijer.

ROBERT SCHULTZ

ABHI RAMESH

MOLLY ASHLEY

RODRIGO AZAMBUJA

Merchandise Director, Meijer

Founder and CEO, Misfits Market

CEO, NextStar Partners

Age: 39

Age: 33

Executive Business Assistant, Next Phase Enterprises

Schultz led his team to hit a historic milestone of $1 billion in over-thecounter (OTC) sales for the first time, in 2024. Beyond his proven ability to deliver exceptional business results, he has been a pivotal force in advancing key health-and-wellness initiatives at Meijer. Schultz drove the successful implementation of OTC payment card acceptance, the strategic merchandising of the Blodgett Pharmacy HBC assortment, and the creation of an innovative in-store experience through the OTC wellness initiative. His talent for anticipating industry trends and driving innovation directly moves the needle and transforms results.

In just six years, Ramesh has propelled Misfits Market from a scrappy startup to an industry-disrupting platform serving more than 500,000 active members. Under his leadership, the company has rescued more than 238 million pounds of food and expanded its assortment to include 1,000-plus high-quality staples, fresh meat and seafood, and unique CPG brands and upcycled goods, including the award-winning Odds & Ends private label line, while also supporting food security efforts.

Ramesh additionally launched two B2B businesses that maximize the company’s infrastructure and sourcing network.

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Age: 25

Ashley contributed to Next Phase Enterprises’ internal success with the onboarding of a new project management tool – representing a major shift in how employees interact within the organization. She embraced the change and approached the challenge as an investment in improving the national brokerage, sales and marketing firm. To ensure salesforce buy-in, Ashley carved out time to simplify the process for the sales team and provide additional support. Her dedication, collaboration and innovative mindset led to a more cohesive and impactful communication process.

Age: 36

Formerly president U.S. at beverage company Beliv US, Azambuja delivered exponential growth across revenue, margin and EBITDA and led the development of the Beliv Operating System, an integrated company-wide framework to guide portfolio profitability, team accountability and innovation. This system helped scale Beliv’s presence and align cross-functional teams under one vision. He additionally spearheaded the pilot launch of Big Easy Pop, which generated $1 million in sales in just 16 weeks through a single retail partner. Under Azambuja’s steady leadership, Beliv introduced more than 20 new SKUs.

proudly celebrates

Rebecca Bernhard

Josephine Doyle

Jonathan Liu

Kristin Provost

Ashley Sturdivant

Brand Manager Brand Mgmt & Pkg Ops

Senior Sourcing Manager Grocery

Category Manager ISP Hired Services

Senior Manager Category Insights

Associate Manager Quality Assurance

2025 Kevin Bolstridge

...and our member honorees!

To learn more, visit topco.com/members

Kelsey Strouse

Lora George Daniel Gilbert Cody Miller

Erin Ribitch Robert Schultz Meredith Dodge Josh Lower Brittany Deleon

Joseph Nantista

Congratulations to our GenNext winners!

Thank you for your leadership and dedication to our associates, customers and communities.

Matt Disalle

Rachel Hurst

Joe Lay

Cole Lulic

Division Retail Operations Manager Nashville

Regional Head General Office Corporate Affairs

Labor Manager General Office Retail Operations

Home Director General Office Merchandising

Rebecca Pancho

Branden Pauly

Matthew Scott

Store Leader Mid-Atlantic

Supply Chain Network Strategy Director Supply Chain

Store Leader Ralphs

FEATURE

2025

Awards

KALEIGH THERIAULT

CANDICE JOHNSON

JOSEPH NANTISTA

DUSTIN CANTER

Director of Beverage Alcohol Thought Leadership, NielsenIQ (NIQ)

Senior Director, Marketing, Niman Ranch

E-Commerce Marketing Analyst, Northeast Grocery

Natural Foods Buyer, Oliver’s Market

Age: 32

Age: 37

Theriault develops and presents NIQ thought leadership to dozens of clients and industry trade groups, elevating the organization’s presence in the industry and providing invaluable perspectives that shape the future of beverage alcohol. Additionally, she was the mainstage speaker at the annual Wine and Spirits Daily Summit; participated in the opening panel at the DISCUS Conference, in Washington, D.C., addressing more than 450 attendees, including c-suite executives and senior decision-makers; and led an interview panel of wine industry CEOs at the Central Coast Insights event.

Johnson spearheaded the development of impactful marketing programs at Niman Ranch that spurred $11 million in growth with targeted retailers. She headed up the marketing strategy for the launch of ultra-premium Iberian Duroc Pork at a large retail partner, growing sales for both the new brand and Niman Ranch’s classic programs, and she was a key member of the team that provided R&D to upgrade raw material, which drove $700,000 in sales and secured incremental shelf space.

Johnson additionally leveraged digital incentive platforms to drive brand awareness and purchasing at national retail partners.

Age: 30

Tasked with revitalizing the targeting strategy behind the Price Chopper/ Market 32 points multiplier program, Nantista used historical data and market trends to propose a new structure that improved customer value and campaign ROI. He also resolved a longstanding customer relationship management data issue that had impaired some of the company’s household-level targeting, ensuring the continued integrity of large-investment targeted mailing programs.

Nantista is known for empowering teammates, mentoring interns and making complex ideas understandable to the entire marketing team.

Age: 37

Canter is committed to working with vendors, monitoring new products and training store teams, all with the goal of making Oliver’s natural foods department among the best of its kind in California’s Sonoma County.

Since joining Oliver’s in 2007, Canter has progressed through various departments, forging a career that embodies the company’s culture.

During the recent egg shortage, his work with local connections and willingness to personally deliver product to stores helped ensure continuity of supply. In addition to his busy workload, Canter is currently pursuing a degree in business administration while working full-time.

HAYLEY DANIELS

WADE JOHNSON

MADELEINE HAMANN

MEGAN PALMER RIVERA

Meat and Seafood Coordinator, Oliver’s Market

Gourmet Cheese Coordinator, Oliver’s Market

Co-Founder/Director of Marketing, PACHA

CEO, Palmer’s Supermarket

Age: 30

Age: 37

Age: 34

Age: 39

Daniels was the first woman in Oliver’s history to manage a meat department. Her successes and abilities paved the way for several more women to become meat managers. In September 2024, Daniels became the company’s first female (and youngest-ever) meat and seafood coordinator at the age of 29, overseeing and managing a key department at the company and assuming responsibility for many millions of dollars in inventory and sales.

Daniels is committed to achieving the best financial results and to working closely with her managers to achieve that goal.

Johnson is passionate about training his team, supporting local farmers and cheese makers, and sharing his knowledge and expertise with Oliver’s customers. He developed controls and procedures that dramatically improved the profitability of his department, empowering managers to improve their own performance through his creation of better financial tools. He also crafted the company’s first event-driven sales promotion for his department, with results several times larger than projections. Along with being financially successful, the promotion and related competitions engendered a new level of teamwork.

Hamann has built PACHA’s brand, message, marketing strategy, direct-to-consumer (DTC) platform and more. She grew the brand on DTC as a perishable gluten-free bread made with sprouted and fermented buckwheat, building up to $200,000 in monthly revenue. Through equity crowdfunding, Hamann raised $1.4 million in two subsequent rounds via WeFunder when the company was in need of capital. She also organized the marketing team to form a cohesive unit that’s producing at an impressive level. PACHA wouldn’t have achieved this extraordinary growth without Hamann’s steady hand on the tiller and thoughtful leadership.

Rivera’s greatest accomplishment was creating alignment — among the company’s family members, board members and employees — on a unified vision and set of core values. She clarified the company’s purpose, restructured leadership, implemented formal job descriptions and performance evaluations, and introduced monthly manager checkins that foster clarity, communication and accountability. Rivera founded the award-winning bakery, Gourmetto-Go, and off-site catering divisions, diversifying the company’s portfolio.

She also created the Culture Club, which plans events to build community and celebrate employees.

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LUC DANG

ABBY GMEINER

ERNEST BASKIN

PAUL DOTY

CEO and Founder, Phood

Sales Director, P&G Grocery Team, Procter & Gamble

Associate Professor and Department Chair of the Food, Pharma and Healthcare Department, Saint Joseph’s University

CIO, Sendik’s Food Markets

Age: 32

Dang’s platform processes more than $20 million in gross merchandise value daily, powering smarter food operations across thousands of grocery and restaurant locations.

With a team of fewer than 15 people, he helps grocers evolve from static spreadsheets to dynamic, adaptive tools that respond in real time, enabling teams to forecast production, reduce shrink and make their labor hours more efficient. Thanks to the scalability of Dang’s concept, Phood is now on track to grow to 30,000plus terminals over the next two years, representing 30-times growth. This can be attributed to his pragmatic yet deeply visionary leadership style.

Age: 34

Gmeiner’s strategic vision was shown by the launch of the Swiffer PowerMop at Kroger, where she not only drove sales, but also transformed the shopping experience with displays that captivated consumers and encouraged trial. Gmeiner’s highly accurate forecasting tool, which has been adopted across other business units, showcases her ability to identify needs and create solutions that drive efficiency and accuracy.

By prioritizing the right product offerings and value communication for multicultural shoppers, she makes informed decisions that resonate with diverse consumer segments.

Age: 39

A thought leader in behavioral marketing, Baskin has conducted research influencing both academia and industry in such areas as consumer judgment, sustainability, nutrition and behavioral nudges. His leadership extends to curriculum innovation, redesigning the university’s one-ofa-kind food marketing MBA and food marketing MS programs, introducing relevant courses, and developing cross-disciplinary initiatives. Baskin is also known for his mentorship activities, providing insight into industry trends and helping connect students with career opportunities.

Age: 39

Doty spearheaded the creation of Sendik’s in-house IT department.

Under his leadership, the team has grown to six members, providing comprehensive support for all stores, the warehouse and the support center. He played a key role in implementing numerous technology initiatives, including the launch of Sendik’s Express delivery service and the customer rewards program.

These initiatives have enhanced the customer experience and streamlined operations. Doty always seeks ways to improve efficiency and reduce reliance on external resources by handling tasks like scale calibration and SCO programming.

BRYAN SKOCZYNSKI

KAYLEIGH SWIFT

LIZ BLEAKLEY

JUDY ZHU

Director, Meat and Seafood, Sendik’s Food Markets

U.S. Brand Manager, St Pierre Bakery

Head of Public Relations, Communications and Corporate Affairs, St Pierre Groupe

Age: 39

Age: 38

Skoczynski helped develop Sendik’s in-house butcher training program, which is designed to address the critical need for skilled butchers. He played a pivotal role in designing the program’s three-phase curriculum.

His efforts were instrumental to the successful launch and ongoing success of the initiative. Recognizing the impact of staffing challenges, Skoczynski also spearheaded the development of a seafood commissary.

This innovative solution allows for the packaging of hundreds of thousands of pounds of seafood, significantly reducing the burden on store-level teams and ensuring consistent quality.

Age: 30

Swift created attention-grabbing in-store executions for MinneapolisSt. Paul metro-area retailer Lunds & Byerlys, developing an end cap that transported shoppers to a little Parisian boulangerie opposite the instore deli. This not only drove brand engagement and in-store theater, but also sales. Additionally, Swift helped deliver a three-day consumer activation in San Antonio to drive awareness and sales at beloved Texas grocer H-E-B. This event introduced St Pierre’s Citroen food truck – an initiative led by Swift. She also helped with the U.S. launch of the global creative platform Eat Avec Respect, the brand’s first-ever TV campaign.

Age: 36

Bleakley’s role touches every St Pierre business department at some point. She works cross-collaboratively with the brand marketing and sales teams across various countries to support the delivery of brand growth year on year, leading initiatives through external and internal PR and communications. Bleakley is influential with multiple stakeholders, leading and/or consulting on communications with suppliers, customers, consumers, community initiatives and colleagues. Further, in 2024, the St Pierre team volunteered 300-plus hours to community causes, mainly via initiatives set up by Bleakley.

CEO, Synear Foods USA

Zhu has achieved remarkable results through strategic vision, unique innovation and operational excellence.

Since taking the helm at Synear, she’s driven 40%-plus revenue growth in just three years and delivered the highest profitability in company history. Zhu has also built and nurtured high-impact partnerships with such major retailers as Costco, Walmart, Sam’s Club and Albertsons, as well as ethnic grocers, among them 99 Ranch Market, H-Mart and Weee!

Beyond distribution, she spearheaded inventive marketing campaigns — roadshows, influencer partnerships and PR initiatives — to elevate Synear’s brand presence.

PROGRESSIVE GROCER October 2025 47

FEATURE

2025

Awards

TRACI MISHNER

REBECCA BERNHARD

JOSEPHINE DOYLE

JONATHAN LIU

VP of Marketing and Trade Operations, Tabañero Holdings

Senior Sourcing Manager, Grocery, Topco Associates LLC

Category Manager, ISP Hired Services, Topco Associates LLC

Age: 39

Brand Manager, Brand Management and Packaging Operations, Topco Associates LLC

Age: 35

Age: 38

Mishner has had a transformative impact on Tabañero Holdings, leading the company’s marketing and trade operations with both strategic vision and a deep commitment to purpose-driven growth. Under her leadership, the brand has expanded significantly in both domestic and international markets, launching high-impact campaigns and securing retail partnerships with major national chains like Walmart, Meijer and ALDI. Above all, Mishner has been instrumental in evolving Tabañero’s identity from a hot sauce brand into a lifestyle-driven company that resonates with consumers on a deeper level.

Working with Sweet P’s Bake Shop and “Gabby’s Dollhouse,” the top children’s show in the world, Bernhard was instrumental in creating a limited-time-offer cookie and packaging strategy to coincide with a tie-in movie. This was part of the holistic limited-time-offering approach that she developed for Sweet P’s, connecting the private brand more closely to key holidays and events year-round.

Bernhard’s ability to be both visionary and strategic while ensuring tactical execution is a key strength and major asset for Topco, its brand portfolio and its members.

In 2024, Doyle successfully executed six sourcing events spanning various categories, managing a spend of $125 million and securing savings of $7.7 million. She took full ownership of her categories and ensured thorough analysis to make strategic and informed business decisions.

Doyle also trained and mentored her team throughout the sourcing events, contributing both to their individual development and the team’s success.

Her expertise and decision-making affect Topco’s overall budget, cost efficiency and sourcing effectiveness, making her a key player in shaping its sourcing strategies.

Liu, whose strengths as a leader are discipline, strategic thinking and the drive to achieve, has created several program offerings, including a debit interchange management program.

Many Topco members participating in this initiative – more than half of the co-op’s total membership – wouldn’t be able to get their own debit incentives alone, while the largest grocery retailers all typically have debit deals and pay lower than published rates.

Liu leveled the playing field a little by aggregating the members’ volume through an RFP and securing multiple debit network incentives, a move that’s yielding substantial savings.

Age: 33

KRISTIN PROVOST

ASHLEY STURDIVANT

MORGAN SEYBERT

REUBEN D’SOUZA

Senior Manager, Category Insights, Topco Associates LLC

Associate Manager, Quality Assurance, Topco Associates LLC

President and Chief Business Officer, Retail, Tredence Inc.

Manager, Implementation, Upshop

Age: 38

Age: 34

Age: 39

While expertly guiding category managers from strategy development to real-world execution, Provost played a critical role in maximizing Topco’s investments in consumer panel data, enhancing the company’s understanding of consumer motivations, perceptions and behaviors.

She introduced quantitative research pilots in such new categories as coffee and paper goods, resulting in actionable insights that directly influenced strategic decisions, and also secured valuable new data sources.

Provost’s proactive engagement, clear communication and continuous drive for improvement have positively influenced the company’s culture.

Sturdivant worked with suppliers on compliance with the new Modernization of Cosmetics Regulation Act for 1,300-plus products manufactured for Topco.

She was also instrumental in the company’s push to continuously improve its internal quality assurance processes, leading the reimagination of Topco’s supplier compliance program, and headed the team updating the annual review process to include a multi-pronged proactive approach embedding current industry actions, consumer feedback and regulatory changes in a risk-based supplier assurance process that has significantly boosted effectiveness.

At Tredence, Seybert has spearheaded complex, high‐impact transformations for some of the world’s largest retailers, including grocers.

For a global retailer with 20,000plus stores and a significant grocery footprint, he oversaw a sweeping overhaul of its data and analytics landscape, and in another engagement, he modernized the data, AI and machine-learning capabilities of a retail giant struggling with outdated tech stacks, inconsistent data and underused models. Seybert is revered by colleagues as a customer-focused leader dedicated to building deep partnerships and making decisions that drive long-term impact.

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Age: 35

Combining technical mentorship with a people-first approach, D’Souza has consistently championed innovation and empowered others to think differently. He played a key role in training the implementation team at Upshop on automation tools, not only sharing his technical knowledge, but also fostering a mindset of simplification and efficiency. D’Souza also guided the team through “curiosity projects” — initiatives aimed at unlocking untapped ideas and talent among individual contributors. These efforts have resulted in three tangible process improvement projects that are being actively carried into the next quarter, with clear potential to drive measurable results.

If you accepted or processed Discover credit cards between 2007–2023, you could be eligible to get a payment from a class action settlement. **YOU MAY BE ENTITLED TO A SETTLEMENT PAYMENT**

To receive a payment, file a claim by May 18, 2026.

WHAT IS THIS ABOUT?

ROBERT PINKERTON

EVAN GAETANO

CTO and Co-Founder, Vori

Senior Manager-Grocery E-Commerce and Site Merchandising, Walmart

Age: 35

With an impressive background in building rocket systems at SpaceX and developing self-driving vehicles at Lyft, Pinkerton brings a blend of imagination and discipline to his current work at Vori. Under his leadership, the company launched VoriOS, a next-generation grocery operating system designed to modernize workflows and processes for store staff, suppliers and shoppers while improving sales, gross margin and labor for independents. Internally, Pinkerton is known for his calm, thoughtful presence — mentoring junior engineers and interns with the same care that he gives to highstakes development decisions.

Age: 35

Over the past six years, Gaetano’s career journey at Walmart has taken him from a summer intern to a leader overseeing the digital experience for meat, seafood and deli across all of the company’s U.S. stores. In a bold move, he launched the American Farmers campaign, a first-of-its-kind digital initiative to highlight the real people behind Walmart’s produce.

Working directly with suppliers, building trust with farmers, and collaborating across marketing and merchandising, Gaetano took an idea that could’ve easily felt corporate or generic and turned it into a powerful, authentic experience for customers.

A proposed class action settlement has been reached in three related lawsuits. The lawsuits allege that, beginning in 2007, Discover misclassified certain Discover-issued consumer credit cards as commercial credit cards, which in turn caused merchants and others to incur excessive interchange fees. The misclassification did not impact cardholders. Discover denies the claims in the lawsuits, and the Court has not decided who is right or wrong. Instead, the proposed settlement, if approved, will resolve the lawsuits and provide benefits to Settlement Class Members.

WHO IS INCLUDED? The Settlement Class includes all End Merchants, Merchant Acquirers, and Payment Intermediaries involved in processing or accepting a Misclassified Card Transaction during the period from January 1, 2007 through December 31, 2023. To view the full Settlement Class definition, including defined terms and excluded entities, go to www.DiscoverMerchantSettlement.com.

WHAT CAN I GET? To receive a settlement payment, with very limited exceptions, you will need to file a claim by May 18, 2026 and/or provide additional information to the Settlement Administrator. Under the proposed settlement, Discover will make payments to eligible Settlement Class Members who submit valid claims.

Discover has agreed to pay between $540 million and $1.225 billion plus interest in connection with this settlement. Your settlement payment amount will be calculated based on a variety of factors.

YOUR OTHER OPTIONS.

SHIA HENDRICKS

RYAN DOYLE

Director, Category Management and Insights, WK Kellogg Co

VP of Key Accounts, Yerba Madre

Age: 38

As WK Kellogg Co evolved into a stand-alone company in 2024, the organization depended on Hendricks to tackle new challenges that would pave the way for both near- and long-term success. To that end, she led cross-functional teams responsible for reimagining sales reporting, creating development agendas and expanding partnerships with third-party providers, and she trailblazed an innovative approach to engaging with retailers on assortment and insights, leveraging both to secure positive distribution results.

Further, Hendricks is recognized both internally and externally as a best-inclass collaborator.

Age: 35

Since joining Yerba Madre (formerly known as Guayaki), Doyle has focused on creating and implementing a strategic plan to sustainably grow the brand on the East Coast while also continuing to increase its national Kroger business. Over the past four years, he has worked with key retailers to activate the brand in 12,000-plus stores, with multiple distribution points in each. Last year, Doyle and his team grew their business 24% versus the prior year and increased velocity in all major precints. Beyond his business goals, he enjoys mentoring others, consistently making himself available for those looking to learn the business, as well as grow their skill sets.

You can file a claim for a payment by May 18, 2026 and/or provide additional information. Alternatively, you can exclude yourself from the settlement by opting out, in which case you will receive no payment under this settlement and retain any right you may have to sue Discover about the claims in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, and the Court approves the settlement, you will be bound by the Court’s orders and judgments and will release any claims against Discover in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, you can object to or comment on any part of the settlement. The deadline to either exclude yourself or object to the settlement is March 25, 2026. Visit the website for information on how to exercise these options.

Submit your claim online:

Scan the QR code to file a claim online via your phone, computer, tablet, or other smart device.

Do you have questions or need additional information?

Visit Online: www.DiscoverMerchantSettlement.com Email: info@DiscoverMerchantSettlement.com Call: 888-655-3176

The Go-To ESL Provider for Retailers Looking to Drive Faster ROI

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s technology continues to impact the grocery industry, Aperion by Hussmann is helping operators look beyond the hardware with solutions designed to drive ROIs, deliverig better returns more quickly than ever before. Mike Flynn, Vice President and General Manager of Aperion, explains how the company’s electronic shelf labels (ESLs) are unlocking stores’ potential to maximize revenue, reduce operating costs, and enhance customer and employee experience in new and exciting ways.

Progressive Grocer: Retailers are under pressure to deliver stronger ROI from every investment. How does Aperion’s approach to ESLs help grocers achieve measurable returns faster?

Mike Flynn: At Aperion, we believe ESLs aren’t just about cost savings — it’s about unlocking new capabilities. ESLs dramatically improve promotion execution and pricing accuracy — two areas where retailers lose revenue daily. Coresight Research found that 39% of retailers struggle with promotion execution errors. ESLs can help retailers eliminate leaving that lost revenue on the table.

By automating price updates and enabling real-time responsiveness, ESLs reduce labor costs, eliminate human error, and allow retailers to adapt instantly to market shifts.

We work with our customers to utilize ESLs not just as a replacement of paper tags, but to think about them as a strategic enabler. The labor savings alone can get a retailer to ROI with their ESLs, but you can achieve that even faster when they are integrated with existing digital platforms — e-commerce, loyalty programs, and pricing optimization strategies.

PG: In the past year, your supplier, Hanshow, introduced new ESLs. What makes them a game-changer for grocers?

MF: The solutions that we are bringing to the market represent a major advancement in both design and

functionality. The current ESLs offer greater variety of colors on the display that allow retailers to create visually compelling tag templates and maintain brand consistency at the shelf edge. This helps capture shopper attention and elevate the in-store experience.

Beyond that, they are also 37% thinner than traditional models, making them more adaptable to various fixtures.

They include a new SIP chip for improved performance and boast an industry-leading battery life of over 10 years.

These enhancements make them one of the most reliable and high-quality ESL solutions available today.

PG: Can you share real-world examples of how retailers are benefiting from Aperion’s ESLs? MF: Absolutely. We’ve deployed ESLs across a range of retailers — from regional chains to tech-forward independents. One common theme is speed: price updates that used to take hours now happen in minutes. That agility translates into better promotion timing and reduced labor hours.

Retailers also report stronger customer trust due to consistent pricing and clearer shelf communication. In one case, a grocer saw a measurable uptick in loyalty program engagement after integrating ESLs with digital couponing.

These are tangible wins that go beyond the shelf.

PG: Looking ahead, what other technologies is Aperion exploring to help grocers stay competitive and efficient?

MF: At Aperion, we’re focused on technologies that combine automation with actionable insights. ESLs are just the beginning. We’re actively exploring smart sensors for temperature monitoring as well as other connected solutions from our parent company, Hussmann, that include energy management systems and predictive maintenance tools.

These solutions help grocers reduce operational costs, prevent equipment failures, and maintain food safety — all while protecting brand reputation. We recently showcased these innovations at GroceryShop, and the response was clear: retailers are actively looking for tools that deliver operational resilience and customer value.

FOR MORE INFORMATION, VISIT www.aperionsolutions.com.

FEATURE

Super Regionals

Good to Grow THE FIVE RETAILERS CHOSEN AS SUPER REGIONALS ARE MAKING THE MOST OF THEIR OPPORTUNITIES FOR EXPANSION.

By PG Staff

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here are many exemplary regional grocery store operators out there, but the five chosen by Progressive Grocer’s editors to be this year’s Super Regionals have truly outdone themselves when it comes to delivering on their growth plans. One key way some of the following companies have been able to do this is through acquisitions: C&S Wholesale Grocers has recently acquired SpartanNash Co., giving the combined company national reach as a wholesaler as it simultaneously affirms its position as an operator of strong regional retail banners in various parts of the country, while Midwestern operator Schnuck Markets Inc. has revealed its intention to purchase Festival Foods and Hometown Grocers Inc., thereby extending its footprint to Wisconsin.

Even for those not actively acquiring other businesses, expansion is a key part of their strategy going forward. For example, Wegmans Food Markets, born and bred in the Northeast, continues to move into new parts of the country, even as it also seeks white space within its existing operating area to open locations, and iconic Texas grocer H-E-B has boosted its store count in such key markets as Dallas-Fort Worth, Austin and Houston.

Even the seeming exception to this drive for growth, Giant Eagle, turns out to be all about getting bigger and better. Although the Pittsburgh-based retailer has sold its GetGo convenience store chain and spun off its wholesale motor fuel distribution business, it has seized the opportunity to lean into its grocery and pharmacy operations. Not only has it acquired customer prescriptions from nearly 80 Rite-Aid stores that closed this year and has even debuted stand-alone pharmacies of its own, but the grocer has also recently unveiled a new business strategy that’s all about – you guessed it – the retailer’s strategy for growth in the coming years.

Add in a shared passion for innovation and differentiation, and it’s no wonder that the five retailers mentioned above were selected as PG’s 2025 Super Regionals. Read on to get the full details.

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C&S Wholesale Grocers LLC  HEADQUARTERS: Keene, N.H.  STORE COUNT: 200-plus, primarily under the D&W Fresh Market, Grand Union, Family Fare, Martin’s Super Markets and Piggly Wiggly banners  CEO: Eric Winn  OPERATING AREA: Georgia, Indiana, Iowa, Kentucky, Michigan, Minnesota, Nebraska, New York, North Carolina, North Dakota, Ohio, South Carolina, South Dakota, Vermont and Wisconsin The Supermercado Nuestra Familia banner has grown to five locations in the Midwest.

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t’s been a time of great transition for these two powerhouse The chain also offers the convenience of a one-stop food solutions companies, culminating in C&S’ acquisition of shop for other everyday grocery staples.

Grand Rapids, Mich.-based SpartanNash in late September That focus on regional markets is also illustrated by for a purchase price of $26.90 per share of SpartanNash SpartanNash’s recent acquisitions before the transcommon stock in cash, representing total consideration of action with C&S wrapped. Last year, SpartanNash $1.77 billion, including assumed net debt. The newly combined acquired Findlay, Ohio-based Fresh Encounter Inc. company now employs more than 30,000 associates and operates (FEI), a 49-store supermarket chain with locations in nearly 60 complementary distribution centers covering the United Ohio, Indiana and Kentucky, and a food distribution States, serving close to 10,000 independent retail locations, in customer of SpartanNash for the past 58 years. That addition to military commissaries and exchanges. deal, which grew SpartanNash’s retail footprint by 33%, “We are grateful to our associates, customers and partners who was its second retail acquisition of 2024, following the have supported us throughout this process,” said SpartanNash purchase of Metcalfe’s Market, a three-store Wisconsin President and CEO Tony Sarsam, who is remaining with the chain, in April of that year. The Metcalfe’s deal, under combined company as an advisor for a transitional period. “Our which the acquired company’s storefront, branding and combined capabilities will create meaningful new opportunities for core shopper experience remained in place, expandour people, customers and shoppers as ed SpartanNash’s footprint The newly combined company we continue to deliver the ingredients in Wisconsin to seven stores. for a better life.”

Also in 2024, SpartanNash now employs more than 30,000 Even with its national reach as a revealed its intention to acquire associates and operates nearly wholesaler, however, the combined Howell, Mich.-based Markham company’s 200-plus corporate-run gro- 60 complementary distribution Enterprises, a three-store chain cery stores are definitely attuned to their centers covering the United States. of c-stores and fuel distributor. respective regional market areas.

When it wasn’t busy growing On the SpartanNash side of operations, for instance, the its retail reach through acquisitions or opening new Supermercado Nuestra Familia banner has recently grown to stores, SpartanNash showed regional savvy in tailoring five locations in the Midwest, most recently in Topeka, Kan., in promotions to local shoppers’ tastes. For instance, a 50,000-square-foot space. Established in 2013, the Hispanic just in time for summer grilling, the company launched grocery concept features a full-service carnicería, a tortillería, and its new Brat Shop at all Family Fare, D&W Fresh a cocina (kitchen) with fresh cheeses, creams and handmade faMarket, and Martin’s Super Market locations, offering vorites, including tamales, enchiladas, beans and rice, alongside an a limited-time in-store destination devoted to all things assortment of fresh fruits, vegetables, and dried chiles and spices. bratwurst.

PROGRESSIVE GROCER October 2025

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FEATURE

Super Regionals

Giant Eagle

 HEADQUARTERS: Pittsburgh  STORE COUNT: 200-plus under the Giant Eagle and Market District banners  CEO: Bill Artman  OPERATING AREA: Indiana, Maryland, Ohio, Pennsylvania and West Virginia Giant Eagle is doubling down on its commitment to pharmacy and grocery.

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iant Eagle has had a busy year. Through the high-profile divestiture of its GetGo Café + Markets business to Alimentation Couche-Tard Inc. in June, as well as the recent spinoff of its wholesale motor fuel distribution business to the Cary Oil Co., the Pittsburgh-based food retailer has created an opportunity to double down on its commitment to pharmacy and grocery.

“For a while now, we have wanted to focus on being the best version of Giant Eagle that we can be,” CEO Bill Artman told Progressive Grocer earlier this year.

“We believe that reinvesting back in our grocery and pharmacies is a great opportunity for us.”

Indeed, store refreshes are in the works as Giant Eagle narrows its retail sights in a shopper-centric way.

“We have hundreds of millions of dollars planned over the next five years to build and remodel supermarkets,” Artman said.

The grocer has taken advantage of the disruption in the retail pharmacy business by acquiring customer prescriptions from nearly 80 Rite-Aid stores that shuttered this year, reinvesting the capital into those supermarket rebuilds and remodels. Additionally, Giant Eagle has opened stand-alone pharmacies across its footprint, with several such locations in its home state of Pennsylvania moving into former Rite Aid stores.

One of Giant Eagle’s new store investments is set to take place in the downtown Columbus, Ohio, neighborhood of Franklinton, where the company will build a 20,000-square-foot Market District outpost that will be the sole supermarket in the area.

“It’s an honor to be the grocery destination for the downtown and Franklinton communities,” Artman said

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of the move. “This is a proud moment for our team in Central Ohio and an important milestone for how we plan to elevate our commitment to this region in the years to come.”

Beyond physical store and pharmacy investments, Giant Eagle has also made big strides this year against its goal to achieve zero waste companywide by 2030. In May, the company announced that it had reached zero-waste status across its nine warehouse and manufacturing sites, effectively implementing environmentally friendly waste-reducing practices across more than 2.7 million square feet in total.

Key programs that have contributed to Giant Eagle’s zero-waste achievement across its warehouse and manufacturing sites include participation in the company’s expansive food rescue efforts and employment of efficient reuse and recycling processes.

Additionally, Giant Eagle was honored this past June at Progressive Grocer’s GroceryTech Innovation Awards ceremony for its unique and collaborative approach to enhancing customer experience. The company’s winning idea was to host an “idea talk” where more than 100 team members across marketing, IT, supply chain and other departments pitched ideas.

One of the ideas brought forward, an AI-powered recipe generator embedded in the mobile app, went from concept to pilot in just three months. Giant Eagle also developed interactive fuel pump software that transforms a routine gas stop into a digital touchpoint: As they fuel up, customers can buy a car wash, donate to a food bank or access in-store promotions, all from the pump touchscreen.

Finally, last month the retailer introduced the Because It Matters business strategy, which will guide its plan for growth in the coming years. The strategy aims to reaffirm Giant Eagle’s commitment to better everyday value, improved quality and service, and an enhanced overall shopping experience, backed by an investment of more than $100 million that the company is dedicating toward new and brighter stores and more everyday value and quality.

FEATURE

Super Regionals

H-E-B

 HEADQUARTERS: San Antonio, Texas  STORE COUNT: 455-plus under the H-E-B, Joe V’s Smart Shop, Central Market and Mi Tienda banners  CEO: Howard Butt III  OPERATING AREA: Texas, Mexico This year, H-E-B has invested in its own growth, increasing its store count in key areas.

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ith sales of more than $46 billion, 120-year-old H-E-B coffees, empanadas and pickles to pho, serves millions of customers in more than 300 commusalsas, spices and everything in between. nities throughout Texas and Mexico. In addition to its Nonfood submissions have included everyvarious banners, the privately owned company operates thing from beauty items, toys, home goods Favor Delivery, an on-demand delivery platform that and household necessities to gardening serves hundreds of communities throughout Texas. supplies, coolers and more. Over the years, Known for its innovation, the multiformat retailer recently launched self-serH-E-B has awarded nearly $2.75 million in vice capabilities in its retail media network. The H-E-B retail media team partprize money, complemented by marketing, nered with solution provider Epsilon to offer mentoring and H-E-B is also known for its Spirit of Giving supplemental the new feature to brand partners looking philosophy, which was exhibited a few for more flexibility. Advertisers can access support. campaign management through the heb.

This year, months ago, when destructive floods com website and the My H-E-B app.

H-E-B has indevasted areas across Texas.

H-E-B also launched a robot delivery vested in its own pilot in Austin, Texas, this year with the help of autonomous-vehicle delivery growth, increasing its store count in such company Avride. The tech company’s vehicles can carry up to 10 items and key market areas as Dallas-Fort Worth, have a service radius of approximately 1 mile. H-E-B deliveries are being made Austin and Houston. Locations feature through the grocer’s Favor service. amenities and unique departments that Speaking of Favor, the delivery service introduced a new premium subH-E-B is known for, such as its Sushiya scription program in 2025. Available on the Favor app, the Favor Gold program department, offering handmade sushi seoffers more benefits than the basic subscription. Member perks include a lections; the Cooking Connection Kitchen, monthly $10 off a $50 purchase at H-E-B, unlimited $0 delivery fees, and birthwith live demonstrations and samplings; day rewards. Beyond retail, customers can score 15% off local restaurant tabs.

Texas Backyard, which offers products for H-E-B is also known for its Spirit of Giving philosophy, which was exhibited gardening and outdoor entertaining; and a few months ago, when destructive floods devasted areas across Texas. The the popular True Texas BBQ restaurant.

Butt family, H-E-B and the H.E. Butt Foundation committed $5 million in funding To help support expansion efforts to nonprofits providing aid and recovery support to communities most in need. throughout Texas, H-E-B opened a new The company supports its local community in other ways as well. For exame-commerce fulfillment center in Houston. ple, it holds the annual H-E-B Quest for Texas Best, a competition created to The 100,000-square-foot stand-alone find the best Texas-made products. Small businesses compete for a combined facility supports H-E-B Curbside and Home $100,000 in cash prizes and the opportunity to feature their product on H-E-B Delivery orders throughout Houston and shelves across the state. surrounding cities. The grocer has plans to In this way, the Texas grocer has discovered more than 1,000 unique open additional facilities across the state to products throughout the Lone Star State over the past decade – from cookies, help drive omnichannel growth.

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FEATURE

Super Regionals

Schnuck Markets Inc.

 HEADQUARTERS: St. Louis  STORE COUNT: 113  CEO: Todd Schnuck  OPERATING AREA: Missouri, Illinois and Indiana In addition to expanding its footprint, Schnucks was recognized for its tech prowess.

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chnucks is on a mission to redefine what it means to be a regional grocer. Last month, the privately owned retailer established a new Schnuck family holding company called 1939 Group Inc., with Schnucks Chairman and CEO Todd Schnuck named chairman and CEO of the newly formed group. Subsequently, the company leader revealed that 1939 Group is acquiring fellow regional players Festival Foods and Hometown Grocers Inc. The purchase includes shares held by Mark Skogen, CEO of Festival Foods and Hometown Grocers, as well as the shares in the trust held by associates in their employee stock ownership plan.

Upon completion of the deal, which is anticipated to occur this month, Schnucks gains 51 stores located throughout Wisconsin and welcomes more than 8,000 associates to its 11,000-strong workforce. Schnucks, Festival Foods and Hometown Grocers will operate as separate sister companies with shared support from the 1939 Group. Skogen’s Festival Foods and Hometown Grocers’ existing banners will be maintained.

The name 1939 Group honors the year that family matriarch Anna Donovan Schnuck opened the chain’s first store, in St. Louis.

In addition to expanding its footprint, Schnucks was recognized this year for its tech-driven progress. Progressive Grocer presented the retailer with a GroceryTech Innovation Award during the publication’s annual GroceryTech event this past June.

Schnucks was recognized for what it means to be a tech-forward regional grocer by integrating artificial intelligence, robotics and cutting-edge customer engagement tools across the operation, from becoming the first U.S. grocer to deploy electronic shelf labels chain-wide to launching a fully integrated retail media network.

The retailer has also introduced smart carts that scan, weigh items and even offer real-time digital deals, all while letting customers check out directly from the cart, as well as an autonomous inventory robot that roams store aisles, ensuring that shelves are fully stocked and helping customers find what they need through the Schnucks Rewards app.

Schnucks is also increasing access to its groceries. The company has partnered with DoorDash to provide consumers with convenient access

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to on-demand delivery of groceries and daily essentials. In addition, Schnucks is accepting SNAP/EBT payments on the DoorDash Marketplace.

Further, the Midwest grocer is diversifying its product assortment by supporting local suppliers. This year, it partnered with the Mid-States Minority Supplier Development Council to enable a second cohort of local and diverse-owned businesses to participate in the Schnucks Springboard accelerator program. Those accepted receive on-site business development classes at Schnucks’ St. Louis headquarters as well as networking opportunities. Businesses that meet all requirements, including third-party certification when applicable, also get $5,000 of equity-free funding and an in-store product trial at select Schnucks stores.

Products that were a part of the first Schnucks Springboard class have already appeared on shelves at select Schnucks stores in the St. Louis area.

Additionally, for the fourth consecutive year, Schnucks was selected as a 2025 U.S. Best Managed Company. Sponsored

by Deloitte Private and The Wall Street Journal, the program recognizes outstanding U.S. private companies. In 2025, Schnucks attained Gold Winner status, which is awarded to companies that have received the honor for at least four years.

Wegmans Food Markets

 HEADQUARTERS: Rochester, N.Y.  STORE COUNT: 114  CEO: Colleen Wegman  OPERATING AREA: New York, Pennsylvania, New Jersey, Virginia, Maryland, Massachusetts, North Carolina, Delaware, and Washington, D.C. Wegmans has revealed expansion plans in North Carolina, New York and Pennsylvania.

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n its 109 years of existence, this grocery retail legend has awarding college tuition assistance to more than 1,500 moved well beyond its original northeastern footprint while new recipients for the 2025-26 school year. In fact, the also managing to enter new markets within its original opcompany expects to pay out approximately $6 million in erating area. For instance, the company recently celebrated tuition assistance to both new and returning scholarits entry into the Charlotte, N.C., metro area with a late-Sepship recipients. tember groundbreaking on the mixed-use Ballantyne campus for Regarding its reputation as a world-class employer, a 110,000-square-foot store, while earlier this year, the retailer Wegmans President and CEO Colleen Wegman noted: opened its first supermarket on New York’s Long Island, in the town “We understand this is the foundation of why people of Lake Grove – a 101,000-square-foot location employing more choose to shop with us, and we are deeply grateful than 500 associates in full- and part-time roles. Wegmans has also to both our people and our customers for making revealed plans to open a store in Cranberry Township, Pa., marking Wegmans a trusted, happy and welcoming place.” In its first entry into the Pittsburgh region. accordance with its usual tradition, the company celBeloved by its shoppers – who have been known to present ebrated the honor with mini cupcakes – or Clementine petitions requesting to have a Wegmans store built in their area tangerines for those who preferred a healthy option – – the grocer routinely tops regionserved in every one of its stores.

Beyond its expansion goals al and national rankings of the best Beyond its expansion goals and supermarkets and of businesses that award-winning ability to connect with and award-winning ability to offer superior customer service, but it customers and employees alike, Wegmans connect with customers and manages to keep its associates happy is dedicated to deploying cutting-edge employees alike, Wegmans as well. For instance, Wegmans recently tech solutions to make grocery shopping is dedicated to deploying won recognition as the best large retail easier. For instance, the grocer has teamed cutting-edge tech solutions to up with Instacart to pilot the latter’s AIworkplace on the 2025 Fortune Best Workplaces in Retail List, compiled make grocery shopping easier. powered Caper Carts in Wegmans stores.

by Great Place To Work and Fortune Additionally, the food retailer has rolled magazine. This would, of course, be an honor for any company to out a new and improved Wegmans.com website and achieve even once for its exceptional workplace culture and high mobile app, both of which are designed to offer a peremployee satisfaction – but 2025 marked Wegmans’10th consecusonalized digital shopping experience for customers. tive year at the top of the list.

According to the grocer, these digital assets employ The company’s care for its workers is shown by such initianew functionality and AI to create a superior omnichantives as the Wegmans Employee Scholarship Program, which is nel environment.

PROGRESSIVE GROCER October 2025

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RESEARCH

Analysis

2025 Retail Intelligence Report

The food retail industry has faced myriad headwinds in recent years, causing shifting consumer preferences and shopping habits.

PG AND PL ACER.AI PRESENT A DATA-DRIVEN DEEP DIVE INTO CONSUMER TRENDS AND OPER ATIONAL IMPER ATIVES.

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By Emily Crowe

t a time of increasing competition across the omnichannel and challenging operational realities, the brick-and-mortar grocery business is at a unique crossroads. Price volatility has lent itself to the rise of value-oriented consumers, while unique product offerings are creating must-have moments for grocers large and small.

Although traditional food retailers are increasingly competing against specialty markets, warehouse clubs and big-box operators for market share, regional and demographic shifts are creating new opportunities across the industry. These factors are converging against an evolving retail landscape, with foot traffic patterns, loyalty insights, store-format impacts and more poised to have a

lasting effect on each food retail segment, moving into the new year.

As a result, it’s never been more important to take the current pulse of the grocery retail sector.

“Understanding grocery retail performance is critical in 2025 because it clearly reveals a significant bifurcation in consumer behavior,” explains R.J. Hottovy, head of analytical research at location analytics firm Placer.ai.

“Affluent shoppers are increasingly visiting fresh-format and specialty grocers, while lower-income consumers are flocking to value-oriented chains to stretch their budgets in a challenging economic environment.”

The Current Grocery Retail Landscape The food retail industry has faced myriad headwinds in recent years, most recently compounded by consumer price sensitivities and behavior changes connected to inflation and the ever-looming threat of tariffs.

PROGRESSIVE GROCER October 2025

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RESEARCH

Analysis According to Hottovy, persistent inflation and the price gap between dining out and eating at home are the primary macroeconomic factors leading consumers to re-evaluate their food spending routines. “This has prompted a shift in consumer behavior, with shoppers actively seeking value by trading down to discount grocers and preparing more meals at home to manage their budgets,” he says.

While that is the case, other shoppers still are trading up to specialty and fresh-format grocers as they double down on health and wellness. Health-centric retailers Sprouts Farmers Market and Natural Grocers, for example, have consistently outperformed the wider grocery space. Placer.ai found that visits to Sprouts increased 11.9% year over year in the first quarter of 2025, and that visits to Natural Grocers rose 5.9% – compared with just a 0.8% year-over-year increase for the broader grocery sector.

Overall data paints a clearer picture. Value grocery stores have seen steady foot traffic gains over the past three years, increasing from 8.1% of total visit share in the first half of 2022 to 9.2% of total visit share in the first half of 2025, while traditional grocery stores saw visit share decrease by one percentage point during that time. Big-box retailers have seen a slight dip in visit share, from 45% in the first half of 2022 to 44.4% in the first half of this year, and fresh-format grocers have seen visit share increase by half a percentage point over the same time period.

YEAR-OVER-YEAR VISIT GAINS AND DECLINES Date

H1 2022

H1 2023

H1 2024

H1 2025

Big-Box Stores

45.00%

44.70%

45.10%

44.40%

Traditional Grocery Stores

41.80%

41.70%

40.70%

40.80%

Value Grocery Stores

8.10%

8.40%

8.90%

9.20%

Fresh-Format Grocers

3.50%

3.60%

3.70%

4.00%

Ethnic Grocers

1.60%

1.60%

1.60%

1.70%

A subset of shoppers is gravitating toward specialty and fresh-format grocers.

The competitive environment that Persistent inflation and the price traditional grocers (19.0%), and big-box these consumer shifts have created stores (19.8%). The suburban periphgap between dining out and for grocers is even more apparent ery was most strongly represented in eating at home are the primary at the geographic and regional fresh-format (51.2%) and traditional levels.

(39.4%) grocer trade areas, while the macroeconomic factors leading By analyzing grocery store urban periphery comprised nearly half consumers to re-evaluate their trade areas with Esri’s Tapestry of ethnic grocer trade areas (48.2%) food spending routines.

Segmentation psychographic dataand more than a quarter of value grocer set, for example, Placer.ai identified trade areas (27.3%). significant differences in urbanization levels across store types. In Designated market area variations were slightly less the first half of 2025, rural households made up 12.6% of big-box pronounced, with year-over-year grocery visit growth store trade areas, 10.8% of traditional grocer trade areas and 9.1% in the first half of 2025 trending highest in the cities of value grocer trade areas – but just 1.5% of fresh-format grocer of Great Falls, Mont.; Alpena, Mich.; and the Abilene/ trade areas.

Sweetwater, Texas, area. Hottovy attributes this to By contrast, households from smaller metro areas and satellite the notable population shift away from urban centers, cities accounted for a relatively consistent share across formats and into suburban and rural markets, following the – including fresh-format grocers (17.6%), value grocers (19.2%), pandemic.

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“Given the significant population boom these rural areas experienced, it’s not surprising that they are now leading the country in grocery store visit growth,” he notes.

Shopper Visit Patterns and Loyalty

Even more perspective on the current state of physical retail can be gained by taking a closer look at Placer.ai’s data on peak shopping times, which can be a key metric in guiding strategic staffing and promotional decisions. For the first half of 2025, the largest share of grocery store visits (28.5%) occurred between the hours of 10 a.m. and 2 p.m., while the fewest visits (9.1%) happened between 6 a.m. and 10 a.m. The hours of 2 p.m. to 6 p.m. accounted for 25.6% of store visits, and 24.3% of visits occurred between 6 p.m. and 11 p.m.

Saturdays saw the biggest share of visits during the week among the entire grocery segment in the first half of 2025, followed closely by Sundays. Fridays, Mondays and Thursdays had the next-highest number of visits during the week, respectively.

Loyalty visits tell another interesting story, with Placer.ai’s data giving a glimpse into the average share of customers who visited certain retailers at least two times during a given month. Leading the loyalty pack among superstores in the first half of 2025 was Walmart, with 67.1% loyalty frequency, followed, in order, by Target, Costco Wholesale and Sam’s Club. Market Basket, Food 4 Less and WinCo Foods topped loyalty visits in the value category.

A population shift away from urban centers following the pandemic is changing the concentration of grocery store visits across the United States.

Among traditional food retailers, H-E-B led in loyalty visitors, at 70.6%, followed by Food Lion, Kroger, Safeway and Walmart Neighborhood Market.

Customer loyalty to Texas favorite H-E-B is no surprise, as the company was recently named the No. 1 grocery store in the United States by customer data science provider dunnhumby.

The rapidly growing Texas supermarket chain has held the top spot in the dunnhumby Retailer Preference Index for three of the past four years, which dunnhumby attributes to H-E-B’s long-term customer value proposition and superior ability to deliver a combination of better savings, quality, shopping experience and assortment.

Competitive Performance Analysis

This year’s The PG 100, an annual list of the top food and consumables retailers in North America, helps highlight the major grocery brands gaining traction and those losing steam in today’s highly competitive environment. While the top-ranked companies, including Walmart, Amazon, Costco, Kroger and CVS Health, haven’t changed much from last year, the 2025 list does show some notable shifts elsewhere.

The biggest upward climb was achieved

by Heritage Grocers Group, which went from No. 90 to No. 75, most likely due to

Walmart led the loyalty pack among superstores in the first half of 2025.

PROGRESSIVE GROCER October 2025

63

RESEARCH

Analysis energized new leadership and expansion efforts. Other ethnic grocers didn’t fare as well: Vallarta Supermarkets dropped four spots to No. 85, Sedano’s Supermarkets slid from No. 93 to No. 97, and 99 Ranch Market fell from No. 85 to No. 88.

Improvements were made by value retailer Dollar General, which climbed from No. 20 to No. 16; Trader Joe’s, which moved from No. 33 to No. 29; Wakefern Food Corp., which jumped four spots, from No. 31 to No. 27; and Northeast Grocery, which rose three positions, from No. 49 to No. 46.

When looking at these gains and losses, a wider store-format impact comes into play. According to Hottovy, small-format urban and fresh-format grocers are experiencing greater visit increases relative to the broader grocery category, driven by consumer demand for convenience and quick shopping trips. Conversely, he says, traditional supermarkets are seeing slower growth, while hybrid models like superstores are facing the most pressure, with flat to slightly declining foot traffic.

“This dynamic indicates a consumer shift toward more specialized and convenient grocery experiences over the one-stop-shop model,” he explains.

Many consumers are shifting toward more specialized and convenient grocery experiences over the one-stop-shop model.

When it comes to the proliferation of Asian grocers, Placer.ai reports that the segment is seeing continued momentum in both established and new markets. H Mart is set to open four new locations in Florida, Texas and California, while 99 Ranch Market recently opened its first New York City outpost.

Taking a closer look at real estate intelligence as Expansion and Real Estate Intelligence With food retailers across the industry in expansion mode, it’s footprints grow, there’s a notable impact of new store worth taking a deeper look openings on existing locations in into both real estate intelnearly every market, regardless “While the entry of a new grocer into ligence and geographical of banner or brand. In the case of a market can cause significant, lasting trends among different groa Kroger store in Huntsville, Ala., cannibalization that skews visit share, cery segments. Warehouse that saw a Food City supermarket the landscape eventually tends to level clubs – including Costco, enter its vicinity this past April, BJ’s and Sam’s Club, for out. Strong, well-run independent local Placer.ai found that foot traffic example – all posted positive at the Kroger location markedly chains often hold their footing over year-over-year visit growth in declined when the rival chain’s the long term, retaining a loyal visitor the second quarter of 2025, store opened. according to Placer.ai, with According to Hottovy, though, base through superior customer service expansion strategies driving this type of cannibalization need and a unique connection to the local those overall traffic gains. not always be a cause for major community that larger chains can’t Each of those three retailconcern. replicate.” ers is expanding beyond its “While the entry of a new grocer traditional market stronginto a market can cause signifi—R.J. Hottovy, Head of Analytical Research, Placer.ai holds, with Sam’s Club cant, lasting cannibalization that slated to open in Arizona, where Costco controlled 67.3% of the skews visit share, the landscape eventually tends to combined visit share as of July 2025, and Costco recently opening level out,” he explains. “Strong, well-run independent a store in Texas, where 63% of the combined visit share in July local chains often hold their footing over the long term, 2025 went to Sam’s Club. BJ’s has also revealed plans to expand retaining a loyal visitor base through superior customer into Texas and grow its footprint in several other southern states. service and a unique connection to the local communi“As these chains venture beyond their historical strongholds, ty that larger chains can’t replicate.” success will hinge on each operator’s ability to adapt their proven The anchor-tenant effect is a similarly important regional strategies to new demographics while securing optimal factor to consider when it comes to expansion and real locations before competitors,” writes Placer.ai Head of Content estate plans, with grocers perennially driving traffic to Shira Petrack. surrounding retailers, and vice versa. Case in point:

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the June 2024 opening of a Lidl store in the established Paxton Towne Centre shopping district, in Harrisburg, Pa. For more than a year prior to Lidl’s opening, the shopping center saw largely negative foot traffic trends, but following the ribbon cutting, visits went up and largely stayed that way. While those numbers fluctuated over the ensuing months, visit frequency stayed largely positive for the year following Lidl’s opening at the shopping center.

“From 2022 to 2024, consumers adapted to rising food prices by visiting a wider variety of grocery stores, hunting for the best deals. This deal-seeking behavior naturally put downward pressure on both the time spent per visit and the average basket size.”

ahead of the curve in the coming year.

One of those areas is what Placer.ai Chief Marketing Officer Ethan Chernofsky considers adjacent innovation – leaning into easy-to-add items like meal kits or healthand-wellness products that create buzz with shoppers but also offer them value and convenience.

Chernofsky also believes that embracing the idea of BOPIS 2.0 can help grocers deliver a unique mix of delivery, pickup and in-store shopping that creates opportunities to both upsell and surprise and delight Future Outlook Change is a constant in the ever-evolving customers. Additionally, he notes that, going grocery industry, and the next several years forward, leaning into retail media readiness —R.J. Hottovy, Head of Analytical are likely to bring even more upheaval. is imperative for grocers, since the benefits Research, Placer.ai One big piece of that puzzle is proving to are too large to forgo investment. be a consumer trend toward shorter, more Finally, Chernofsky says that having a focused grocery trips. solid understanding of who your customer is, and “From 2022 to 2024, consumers adapted to rising food prices who all customers are, will make all the difference for by visiting a wider variety of grocery stores, hunting for the best grocers looking to stand out and keep up with the pace deals. This deal-seeking behavior naturally put downward presof change. sure on both the time spent per visit and the average basket size,” “How well do you know your customer? The answer Hottovy observes. “However, despite ongoing macroeconomic is, even for players that know them very well, they know uncertainty, we’ve seen these trends begin to reverse in 2025 as them within their four walls. They don’t know them beshoppers consolidate their trips and prioritize the familiar, trusted yond,” he explains. “So, things like where else are they brands they know.” shopping – what does that tell me about what I might This change isn’t stopping shoppers from discretionary treasure be lacking? Also knowing all customers – who is being hunting, though, as evidenced by strong performance at retailers left behind by a grocery player that’s leaving a space like Five Below and T.J. Maxx. Indeed, shoppers are still drawn to limited-edition rollouts, product drops and collaborations, translating to traffic gains for food retailers.

When Trader Joe’s released its new pastel-handled mini totes this past April, in-store visits skyrocketed 21.2% compared with a year-to-date Tuesday average.

“As retailers grapple with how to provide value to consumers amidst economic uncertainty, these offerings provide a new incentive for shoppers to visit that isn’t solely focused on price,” writes Elizabeth Lafontaine, director of research at Placer. ai. “Consumers may indeed perceive limited runs to be higher quality, more valuable or worth the extra investment. The concept of manufactured scarcity isn’t new in retail, Grocers should spend more time focusing on how well they know their customers. but it continues to take on new forms as the consumer and industry evolve.” or creating an opportunity? Who is being impacted by While consumer shifts and extenuating economic forces might a chain that has to close locations or is shifting their be unpredictable, there are several areas where grocers can get model?”

Chernofsky continues: “I think that heavy and deep While consumer shifts and extenuating element of knowing our customers better as a way of staying ahead of things, being able to make micro deeconomic forces might be unpredictable, cisions, move faster, understand changes in the market there are several areas where grocers can more effectively, test out concepts faster, is really, really get ahead of the curve in the coming year. significant.”

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FEATURE

Consumer Insights

How Retail Media Can Help Grocers Connect With Gen Z, Millennials

A

RESE ARCH SHOWS THAT THE IN-STORE ENVIRONMENT MIGHT BE AN IDE AL TOUCHPOINT TO ENGAGE WITH YOUNGER GENER ATIONS. By the Path to Purchase Institute s in-store retail media continues to build momentum and brick-and-mortar stores experience a resurgence, CPG brands and retailers might find the in-store environment an ideal touchpoint to connect with younger generations, who are looking for in-real-life (IRL) experiences, according to members of the commerce marketing community.

E-commerce and the digital shelf have grown in importance in the commerce marketing space, but it’s no secret that the lion’s share of sales continues to come from brick-and-mortar stores — and there’s a variety of reasons that consumers are choosing to shop in person, especially Gen Z and Millennials.

Nearly three in 10 shoppers are visiting grocery, dollar and mass retailers in person more often today than they did a year ago, according to recent Path to Purchase Institute research. When asked to consider their top motivator for visiting physical retail stores, they highlighted the ability to see products in person/interact with them hands-on, avoiding shipping fees, and the option to look for in-store sales and promotions, as well as the immediacy of purchase and instant gratification.

These primary reasons for preferring instore shopping are unsurprising, as they’ve remained consistent year over year — especially when it comes to Baby Boomers and mature generations.

“Return to Touch”

Main Reasons for Shopping In-Store Instead of Online Reasons

% of Shoppers

Ability to see products in person/interact hands-on

47%

Don’t have to pay for shipping

39%

Like to look for in-store sales and promotions

36%

Immediacy of purchase/instant gratification

33%

Wider range of selection

28%

Easier to navigate/find products in-store vs. online

21%

Ease of making returns

20%

The social aspect of going in the store

19%

Enjoy the treasure-hunt experience

19%

Product sampling

17%

Inspiration/discovering new products

16%

Expertise/assistance from store associates

14%

Experiential offerings/interactivity

11%

Easier to identify eco-friendly products

10%

Source: The Path to Purchase Institute

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Further down the list is shopping in-store because of experiential offerings and interactivity. Overall, 11% of survey takers selected this as a top motivator. While that figure may be underwhelming, Gen Z and Millennials were more likely to say that they preferred in-store shopping because of experiential offerings and interactivity.

“Younger shoppers are looking for ‘experiences,’” Andy Howard, senior commerce media director at Southfield, Mich.-based Mars United Commerce, tells P2PI. “As the physical store continues to generate 80% or more of sales, retail media networks are responding and creating in-store digital media experiences like checkout screens or end-of-aisle media to reach shoppers at the point of purchase while offering corresponding measurement solutions to brands.”

Further reinforcing this is consumer research conducted by The Harris Poll and Quad earlier this year, which found Gen Z and Millennials are at the forefront of a “return to touch” consumer trend.

Eighty-four percent of Gen Z and Millennial survey takers noted that they value brands that seamlessly blend technology and physical experiences, while 78% said that they appreciate brands that add digital touchpoints to enhance physical shopping rather than replace it.

“It’s younger generations — digital-native generations — that are saying they’re feeling particularly screen-weary and are thus craving IRL experiences and media they can touch and feel,” says Heidi Waldusky, VP of brand marketing at Sussex, Wis.-based marketing experience company Quad.

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NONFOODS

Tobacco Report

More Than Smoke TOBACCO PRODUCTS CAN STILL PL AY A KE Y ROLE AT GROCERY RE TAIL.

A

By Mike Duff

lthough many have cut back on or walked away from the category, grocers may want to rethink tobacco category operations, particularly given the gains From the broad view “The grocery channel can being made in it has on the market, products that best participate by offering Richmond, Va.-based don’t have all smoke-free products adult Altria Group regards of the negative the smokeless segment consumers are looking for.” as critical to grocery connotations associated with traditional cigarettes. An overall channel opportunity in —Davien Anderson, Altria Group look at the tobacco category at retail in the the tobacco category.

United States provides a quantitative sense of where gains The businesses operating under Altria auspicare occurring. es include U.S. Smokeless Tobacco Co., John Middleton, Helix Innovations and NJOY, as well According to research by Chicago-based market research as Philip Morris USA. Altria produces Philip fi rm Circana, grocery, drug, mass market, military, and Morris brands in the United States and is indeselect club, dollar, beauty and online retailers for the 52 pendent of Philip Morris International. weeks ending Aug. 10 saw cigarette sales slip 7.9%, while “Altria’s evolving product portfolio reflects smokeless tobacco saw a 7% gain, led by the spitless tobacshifting consumer preferences,” says Altria co category, including products such as oral pouches, up spokesman Davien Anderson. “The grocery 40.4%. Cigars were down 0.8%, with all other smokables, channel can best participate by offering smokeincluding pipe and roll-your-own tobacco, down 6.9%. free products adult consumers are looking for.”

Electronic smoking devices were up 5.5%, with vaping The tobacco category at retail, as it is now, products gaining 5.1% and, on a much smaller base, vaping consists of oral products, including pouches that accessories up 36.6%. Tobacco accessories gained 1.6%, offer nicotine but aren’t made with tobacco, as while lighters dipped 0.5% and matches slid 6.5%. well as snuff and chewing tobacco and tobacIn a forward look, San Francisco-based Grand View co-alternative products. Tobacco alternatives Research forecasts that the global tobacco market, with sales can consist of pouches that of $886.09 billion in 2023, incorporate nicotine-infused will reach $1.05 trillion by fibers or gums, along with 2030, growing at a comlong-cut dips that have pound annual growth rate edible greens as their base, (CAGR) of 2.5% from 2024 in addition to vapes, which to 2030, with consumption have been a key alternadriven by the developing tive-product segment that regions of Asia and Africa. has continued to grow. A However, Grand View related product segment, expects North American heated tobacco, consists of market sales to grow at a electronic devices that use CAGR of 3.4% over the forecast period. As the Circana Altria Group is following numbers indicate, smokeless, consumer trends by vape and other products will developing and marketing drive gains. smokeless-tobacco products.

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real tobacco subject to high temperatures to produce an inhalable aerosol without burning.

Anderson notes that Altria, as a longtime tobacco industry leader, is applying its experience and innovation to keep pace with the changing consumer.

“There are 55 million U.S. adult nicotine consumers [aged] 21-plus today, and more than ever they’re seeking smoke-free options that fit their lifestyles,” he observes. “We’re here to meet that demand, making a meaningful impact in harm reduction while delivering products people love. This is a transformative business opportunity. To meet that demand, we’ll deliver compelling, innovative smoke-free products and brands across e-vapor, oral nicotine pouches and heated tobacco.”

Making a Change

Today, Altria’s critical goals are to help transition adult smokers to alternative products while competing vigorously in the developing marketplace, Anderson adds.

Meanwhile, Stamford, Conn.-based Philip Morris International (PMI) is navigating between the past, dominated by cigarette sales, and the present path toward a smokeless future.

“Tobacco and nicotine products are changing for grocery and across all retail channels,” affi rms PMI spokesman Samuel Dashiell. “We continue to see that legal-age smokers are increasingly looking to switch to smoke-free products.”

In the grocery channel, changing consumer demand means that shoppers interested in tobacco category products, including alternatives, are willing to consider a range of items.

“Americans like variety, and that’s how they’re looking at consuming their nicotine as better alternatives to cigarettes and other traditional tobacco products have become available,” Dashiell explains. “We believe that roughly 78% – about 35 million – of legal-age nicotine consumers are looking for and open to a multicategory nicotine offering.

Notably, in the grocery channel, nicotine pouches are the only segment with significant growth across the last 12 months and 2022-25 CAGR in both volume and dollars.”

Pouches have become a critical part of the tobacco category, including at PMI, but also for grocers.

“We’re seeing that the dollar growth in pouches is making up for cigarette dollar losses at retail, and this will continue as more smokers switch to these better alternatives,” Dashiell says. “This is good news for grocers. Profit margins on pouches are higher than combustible cigarettes, and they continue to gain ground on driving in-store sales. Therefore, to maximize grocers’ sales and profits, it is crucial to align the backbar with the evolving market, spotlighting smokefree products for legal-age nicotine consumers.”

IQOS, a heated-tobacco product, uses tobacco to produce an inhalable aerosol and does so without burning.

According to Dashiell, consumers are looking at tobacco and related products in new ways, which creates opportunity, but also requires watching consumption trends carefully. As such, the company has been expanding the rollout of its IQOS heated-tobacco product (HTP).

“Better alternatives to traditional cigarettes and other tobacco products, like nicotine pouches and [HTPs], are meeting legal-age smokers where they are and providing them with better experiences,” he says. “As these categories continue to cannibalize traditional tobacco product categories, innovation within categories continues to better meet the various and evolving preferences of legal-age nicotine consumers. Because of this, smoke-free products have cemented their staying power in the nicotine space. For example, in 2014 we launched our flagship HTP, IQOS, in

“We’re seeing that the dollar growth in pouches is making up for cigarette dollar losses at retail, and this will continue as more smokers switch to these better alternatives. This is good news for grocers. Profit margins on pouches are higher than combustible cigarettes, and they continue to gain ground on driving in-store sales.”

—Samuel Dashiell, Philip Morris International Oral pouches can satisfy nicotine consumers without burning, even where use of more traditional products isn’t allowed.

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NONFOODS

Tobacco Report Japan and Italy, and in less than a decade, its net revenues overtook our leading cigarette brand, Marlboro, overseas, and we’re excited about its potential to accelerate switching for America’s legal-age smokers as we continue its rollout in the U.S. Similarly, nicotine pouches are expected to continue as the fastest-growing segment in tobacco. For example, our nicotine pouch, ZYN, is one of the fastest-growing brands in retail.”

Regulatory Issues

Philip Morris International develops products

consistent with consumer demand.

The tobacco category can be a complicated one to navigate, however, with regulation on local and federal levels creating compliance challenges. ensure a legal, regulated market for Dashiell asserts that even without local rules, the U.S. Food and new smoke-free categories. Not only Drug Administration has made working within the regulations a is it the law, but doing so also endifficult prospect. ables manufacturers to supply FDA“Unfortunately, grocers face many challenges to maximizing the authorized products that are better for opportunities offered by smoke-free products, due in part to the FDA’s both grocers’ business and legal-age past inefficiencies and loopholes, which failed to establish a robust, adult smokers while also protecting innovative market for authorized smoke-free products,” he contends. grocers from civil money penalties “By statute, FDA is required and other factors that can “Being knowledgeable on smoke-free to review and make a deciharm or even end certain alternatives will help guide legal-age sion on premarket tobacco businesses.” product applications within He adds that going smokers to find the product that works 180 days of receiving them. forward, grocers should for them, increasing profitability for However, the agency connot only make legal-age grocers.” tinues to drag its feet, with traditional tobacco shoppers many applications taking who are increasingly switch—Samuel Dashiell, Philip Morris International several years to receive a ing to smoke-free products decision. Therefore, a properly regulated market with FDA-authorized a point of focus, but also non-cigarette products is only achievable if the FDA fulfi lls its responsibilities, acts consumers of nicotine products who transparently and authorizes scientifically substantiated smoke-free have been entering the category via the alternatives in a timely manner.” more recently developed alternatives.

However, Dashiell also cites reports suggesting that FDA might fast-track reviews of nicotine pouches by the end of the year.

“A project of this nature could be a step in the right direction, and we encourage efforts toward a workable and timely review for all smoke-free products that are a better choice for legal-age adults who It’s important to consider that cigarettes still are would otherwise continue using traditional tobacco products, includcore to the tobacco business, and that means ing combustible cigarettes,” he says. responding to how the economic environment Altria similarly sees simplifying the regulatory regime, where approweighs on smokers. priate, as a positive. “We … urge FDA to accelerate and streamline “Last quarter, Altria noticed inflation has outits regulatory review process to ensure timely access to reduced-harm paced wage growth, especially among low-inproducts,” Anderson says. come consumers, driving growth in the discount With the number of different products available to consumers, from segment,” notes Davien Anderson, a spokesvapes to pouches that contain nicotine-infused fibers or other subman at Richmond, Va.-based Altria Group. “In strates, clarity is an important element in carrying tobacco-category response to macroeconomic pressures on conmerchandise. Today, the reality is that consumers need information sumers, Altria expanded its discount brand Basic into 30,000 targeted stores.” that they can trust to make informed decisions about tobacco and related alternatives. Therefore, anyone selling such products is likely better off providing consumers with convenient product information while also ensuring that these products are sold to the right customers.

“Being knowledgeable on smoke-free alternatives will help guide legal-age smokers to fi nd the product that works for them, increasing profitability for grocers,” Dashiell observes. “Critically, ensuring smoke-free products are only sold to those aged 21 and over will help

Still Smoking

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“As innovation continues across smoke-free categories to meet the various and evolving preferences of legal-age nicotine consumers, these products will continue to garner traditional tobacco consumers and become the leading categories,” Dashiell says. “Similarly, regulations have also begun to align with these projections, to the benefit of both legal-age nicotine consumers and retailers.”

A Bright Idea

Even as the tobacco business itself has changed, so has the market for what were once called cigarette lighters – a segment that has branched out to include products that suit cigar smokers, camping enthusiasts and backyard barbecue aficionados as well.

Grocers that decide to build a business in the tobacco category as it exists today have the prospect of also reinvigorating their accessories businesses, including lighters.

Ontario, Calif.-based Calico Brands, which produces a range of lighters, has developed specialty products to meet the needs The lighter business is no longer focused overwhelmingly on use with cigarettes.

of the evolving marketplace. Recently, Calico introduced a product developed as a home decor accessory under its foremost brand, Scripto, although the item can function for most ignition needs. The Scripto Mini Candle Lighter features a refi llable tank, an extended nozzle for safer lighting, an adult-friendly push-button ignition and an adjustable flame. The company also continues to produce multipurpose lighters and to update designs on existing products, including adding new color palettes, to make them more attractive in displays and more appealing as impulse purchases.

Impulse and novelty are critical to the accessories business and so require visibility in display. Manufacturers continue to use color and form to attract consumers, and they sometimes go a step further. For example, Bic has offered consumers Martha Stewart and Snoop Dogg designs in its EZ Reach Lighter lineup. For its part, Zippo teamed up with streetwear designer SKIDZ on a capsule collection featuring apparel and a lighter, using its partner’s graphic trademark based on a “Slippery When Wet” traffic sign.

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FRESH FOOD

Deli & Prepared Foods

Cheese Aims to Please MULTICULTUR AL OFFERINGS, SE ASONAL SELECTIONS AND PL ANT-BASED INNOVATION ARE CATEGORY HIGHLIGHTS.

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By Bridget Goldschmidt

ike other categories in the deli section and beyond, cheese is evolving to meet customer needs. This can be seen in the category’s willingness to expand its offerings to appeal not only to multicultural consumers, but also to mainstream shoppers interested in exploring the flavors of other cuisines.

One company doing just that is Chicagobased V&V Supremo, some of whose Mexicaninspired cheese products recently won big in the 2025 World Dairy Expo Championship Contest, the largest dairy competition of its kind in North America, with three of the company’s products earning prizes.

“These awards are a testament to our dedication to producing cheeses that honor our Mexican heritage while meeting the highest standards of quality,” noted Gilberto Villaseñor II, V&V’s chief visionary officer, in early September.

“We are proud to share these award-winning flavors with families across the country.”

Additionally, in honor of National Quesadilla Day on Sept. 25, V&V — whose Queso Chihuahua is the No. 2 top-selling shredded cheese in the United States — invited consumers to mark the occasion with creative recipes and exclusive savings. Shoppers could save $2 on Queso Chihuahua with an Instacart coupon available Sept. 25–26. The company invented the food observance back in 2020 “to spotlight the versatility, universal appeal and growing popularity of quesadillas.”

V&V Supremo’s cheeses recently won honors in the 2025 World Dairy Expo Championship Contest.

Time of the Season

Since seasonal flavors and limited-time items are big across the board as well, cheese makers have stepped up with such products as a pumpkin spice variety of The Laughing Cow spreadable cheese wedges, featuring the warm flavors of cinnamon and pumpkin.

“Pumpkin Spice is the flavor of fall, and we’re thrilled to bring it to life in a way only The Laughing Cow can,” said Jessica Dillon, senior brand director of The Laughing Cow, part of the Chicagobased Bel Brands USA family, last month. “This limited-edition variety delivers all the cozy, craveable notes of the season, combined with our signature creamy texture.

It’s a fun, flavorful twist that will instantly elevate any snack or spread all season long.”

The Laughing Cow has rolled out a limitedtime Pumpkin Spice flavor for fall.

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Rogue Creamery has introduced its 2025 vintage of Rogue River Blue cheese, a seasonal specialty.

In the specialty segment, Rogue Creamery has introduced its 2025 vintage of Rogue River Blue cheese, the southern Oregon artisan cheesemaker’s seasonal specialty, with flavors reflecting the unique terroir of its region.

“Rogue River Blue is more than a cheese: It conveys a sense of place,” noted Marguerite Merritt, senior brand manager of Central Point, Ore.-based Rogue Creamery, at the time of the 2025 rollout in September. “It speaks to the landscape, the cows and the passionate cheesemakers that – all together – make this iconic cheese possible each year.”

In its early release, the cheese’s profile is bright, savory and delicately fruity, but as it matures, its texture becomes creamier and its flavors deepen into notes of pear brandy, fig and umami.

Plant It Here

Another trend influencing the cheese category is the proliferation of plant-based options. To that end, Fairfield, N.J.-based Schuman Cheese, a fourth-generation maker of specialty cheese, has formed a joint venture with Bellevue, Wash.-based GOOD PLANeT Foods to create GPV Foods LLC. The partnership brings together Schuman’s plan-based Vevan cheese brand and GOOD PLANeT’s retail business under one entity.

“This partnership strengthens our manufacturing capabilities, expands our plant-based portfolio and positions us for rapid growth in a category we strongly believe in,” observed Keith Schuman, plant-based business unit lead at Schuman Cheese, this past August. “Together, we can scale faster, serve our customers better and set a new standard for what plantbased cheese can deliver.”

EDITORS’ PICKS

Food, Beverage & Nonfood Products

 Spread it Around

Bonne Maman, the No. 1 premium preserves brand in the United States, has now come out with easy-to-spread Concord Grape Fruit Spread, featuring generous amounts of premium Concord grapes in an elevated take on a perennial pantry staple. True to the brand’s promise, Concord Grape Fruit Spread is made with simple, recognizable ingredients and no high-fructose corn syrup or artificial flavors or colors. The product is also Non-GMO Project Verified, OU Kosher and gluten-free.

Packaged in Bonne Maman’s classic 13-ounce embossed-glass jar, the spread retails for a suggested $6.99. https://bonnemaman.us/

 Top of the Line

 Canned Tuna Evolution

Bumble Bee Seafoods aims to disrupt the shelf-stable tuna aisle with Bumble Bee Snackers single-serve cans in a variety of bold flavors, including zesty Lemon Pepper, bold and savory Hickory Smoke, tastebud-tingling Sweet Heat, spicy Thai Chili and nostalgic fan-favorite Tuna Salad, along with classic plain Chunk Light Tuna. All of the flavors are premixed and don’t require any messy draining, making them appropriate as convenient snacks on the go. The wild-caught tuna can be eaten straight from the can, with crackers or veggies, or as part of a salad, sandwich or wrap. A single-serve 3-ounce can has an affordable average retail price of just $1.39. As for why this latest offering is in a can rather than a pouch, Bumble Bee is listening to consumers, who prefer a can because they can get to all of the tuna more easily, catch any spills, and use the can as a bowl all by itself. As a bonus, Bumble Bee Snackers’ compact size makes them easy to stack in the pantry and see what’s on hand for grab-and-go snacking, and the 3-ounce size offers 20% more tuna than is offered in a pouch, making the product a better value. https://www.bumblebee.com/

 Nice and Easy

Venerable salsa and sauce brand La Victoria has now unveiled four fresh culinary creations that build upon its century-long legacy of flavor. These latest products are a line of topping sauces in 9-ounce squeeze bottles, available in Chipotle, Fiery Jalapeño, and Sweet & Spicy varieties, along with a 15.5-ounce jar of Verde Habanero Salsa, a bold combination of tomatillos, roasted onions and habanero peppers. Inspired

by Mexican cuisine, the four flavor profiles are crafted to bring heat and depth to everyday meals. Expanding the boundaries of the traditional taco sauce category, the products invite consumers to explore novel flavor pairings, bringing fresh inspiration to home-cooked meals. The topping sauces and jarred salsa retail for a suggested retail price range of $3.49$3.99. La Victoria is a brand of MegaMex Foods, a company founded by Herdez del Fuerte and Hormel Foods. https://www.salsas.com/la-victoria/; https://www.megamexfoods.com/

Easy Street, a street-food-inspired, flavor-forward line of fresh, pre-trimmed, pre-diced, dry-seasoned chicken, has arrived on grocery shelves. Delivering big taste with zero prep – home chefs can take it from pack to pan to plate in seven minutes or less – the product line comes in Street Taco, Korean BBQ and Rotisserie varieties. Unlike competitors that rely on wet marinades or added oils, Easy Street’s dry-seasoned chicken uses no preservatives or food dyes. It’s also made with no antibiotics ever, using naturally portioned, prediced pieces for fast and consistent cooking on griddles, stovetops and more. The brand is positioned to resonate with busy parents, young professionals, and anyone seeking protein-rich, better-for-you options that don’t require cleanup or planning. A 1.25-pound package of any variety retails for a suggested $5.99.

Founded in 2025 by Holly Poultry Inc. CEO Zach Fine, Easy Street is part of One Fine Family, a Baltimore-based food company focused on bringing restaurant-quality poultry to everyday home kitchens. https://easystreetmeals.com/; https://www.hollypoultry.com/

74 progressivegrocer.com

AHEAD OF WHAT’S NEXT

By Bridget Goldschmidt

Abloom in Atlanta THE CIT Y’S FIRST MUNICIPAL GROCERY STORE OPENS TO SERVE LOCAL RESIDENTS HUNGRY FOR AFFORDABLE, FRESH AND HE ALTHY FOOD.

T

his past Sept. 8, Azalea Fresh Market, a first-of-its-kind municipal grocery store in downtown Atlanta, made its official debut in the historic Olympia Building on 25 Peachtree Street, welcoming 728 customers on its opening day and bringing in several thousand dollars in revenue.

The store is the result of a collaborative effort among the city of Atlanta, economic development agency Invest Atlanta, Savi Provisions, the Independent Grocers Alliance (IGA), and community members who identified an urgent need for more affordable, fresh and healthy food options in the metro area, where 14% of people are experiencing food insecurity.

“If area residents are leaving downtown to purchase food, it signals a clear market gap in the local economy,” notes Dr. Eloisa Klementich, president and CEO of Invest Atlanta. “The question then becomes: How can we partner with a local food retail entrepreneur to strategically fill this gap?”

Challenges Overcome

Paul Nair, owner/operator of Azalea Fresh Market and founder and CEO of Atlanta-based Savi Provisions, which currently has more than 20 stores in Georgia and North Carolina, is providing that food retail know-how, along with Chicago-based IGA. “The entire process, from lease negotiations, financing opportunities with the city of Atlanta, building renovations and equipment installation, took a bit less than a year,” recounts Jimmy Wright, IGA retail support specialist. “As with any remodeling project, there were issues with converting the building, which previously housed a drug store, into a full-service food store. The store has two floors and an escalator and elevators, so navigating what products went on the lower level and upper level to offer the best customer experience [was a] challenge. There was very little refrigeration that could be used from the previous retailer in the new store, so installing new equipment and converting the upper level of the store into a food court with seating took quite a bit of effort and resources. The project was very fortunate to have experienced architects, store engineers, contractors and installation companies that really worked hard to bring the project to fruition.”

Asked about the store’s particular amenities, Wright explains: “The upper-level food court area will really serve as a third place for the local residents, but especially for the Georgia State University students in the area. An abundance of seating and a really great view of downtown Atlanta will make it a wonderful experience for those who would like to enjoy a meal, visit with friends or study for the next class. Azalea Fresh Market will really serve as a gathering place for downtown Atlanta.”

Azalea Fresh Market is housed within Atlanta’s historic Olympia Building.

Revitalizing Communities

The new store is just the opening salvo of “a revitalization process” in its surrounding community, he believes, adding, “Azalea will provide jobs for local residents, and the company will also serve as a leader in the downtown area, engaging with other local businesses in the area and with the city of Atlanta.”

From the looks of things, that revitalization is already spreading to other neighborhoods.

“A second Azaela Fresh Market is currently in development in southwest Atlanta on Campbellton Road SW,” says Klementich. “Developing brand recognition while tailoring the store to meet community-specific preferences is a vital component of the long-term strategy for the success of this public-private partnership. …

[C]ontinuity will be maintained in the store’s key design elements like signage, locally sourced fresh produce and the personal touch provided by market team members. … We are not here to replace the private market, but rather to demonstrate the need that exists. In other words, our role is to address an unmet need.”

Bridget Goldschmidt Managing Editor bgoldschmidt@ensembleiq.com

PROGRESSIVE GROCER October 2025

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