May 27, 2025 • 10 mins
How can someone advance their career in the grocery industry? Advancement in the grocery industry is often achieved by starting in entry-level positions and focusing on internal promotion. Developing fundamental competencies such as department knowledge, inventory management, customer service, and basic profit and loss understanding is crucial. Pursuing relevant certifications like food safety, retail operations, team leadership, and inventory control can significantly accelerate career progression. Building strong relationships with mentors, colleagues, vendors, and customers is also important. Mastering key systems like inventory management platforms, scheduling software, point of sale systems, and performance analytics tools further enhances potential for advancement.
This podcast is presented by Frontline Source Group, your strategic staffing partner, supplying you with top-notch talent while also freeing up your time and resources. Hosted by Grocery Executive Recruiter Mike Cook or as they call him "Grocery Store Mike". 35+ years in the Grocery Industry turned Grocery Executive Recruiter, shares insights into hiring and the job market around the Grocery Stores, Pharmacy and Staffing within the Retail Industry. For more on how Frontline can help you meet your grocery, retail or pharmacy staffing goals, visit https://www.frontlinesourcegroup.com
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_01 (00:00):
Welcome to this deep dive, where we extract the
crucial insights from a pile ofinformation to make you
instantly well-informed.
Today, we're diving headfirstinto the grocery industry.
We've got a really fascinatinglook at, well, almost a
rocket-like career trajectory,some expert analysis from
Grocery Executive Search, and asneak peek at the trends
(00:21):
changing how we shop.
SPEAKER_00 (00:22):
That's right.
We're working with three mainsources here.
First, there's an article fromEntry Level to Store Manager, a
three-year grocery careersuccess story that gives us the
on-the-ground view.
SPEAKER_01 (00:32):
Okay.
SPEAKER_00 (00:33):
Then we're tapping into Frontline Source Group, a
retail staffing firm, theirGrocery Executive Search info,
and another piece they did,Staying Fresh in the Grocery
Industry.
SPEAKER_01 (00:41):
Got it.
So the mission today.
SPEAKER_00 (00:44):
Well, the mission is really to understand the paths
for growth in groceries.
You know, what are thestrategies for getting ahead and
what's changing in the sector?
SPEAKER_01 (00:51):
OK, let's jump into that three year climb, then the
success story.
It points out something prettystriking.
Sixty seven percent of grocerystore managers started an entry
level jobs.
SPEAKER_00 (01:01):
Sixty seven percent.
Yeah, that really tells yousomething, doesn't it?
SPEAKER_01 (01:04):
It does.
And this specific person wentfrom what?
Fourteen dollars an hour, maybestocking shelves to running the
whole store in just three years.
SPEAKER_00 (01:12):
Incredible.
And our sources also say 73% ofthe time these stores promote
from within.
SPEAKER_01 (01:18):
Right.
SPEAKER_00 (01:19):
So it paints this picture where growing internally
isn't just, you know, possible.
It seems like it's almost thestandard way.
SPEAKER_01 (01:28):
Right.
SPEAKER_00 (01:28):
Why do you think that is?
Is it the skills or?
SPEAKER_01 (01:30):
That's a good question.
Maybe it's a culture thing.
Mentorship.
Or maybe just, you know, hiringexternally for those management
roles is tougher in such ahands-on business.
Could be.
Whatever the reason, year onefor this person was all about
getting that foundation solid.
We're talking knowing thedepartments inside out,
inventory management, basics,tracking stock, you know,
(01:52):
customer service excellence, andeven basic P&L, profit and loss.
SPEAKER_00 (01:56):
And crucially, it wasn't just about showing up.
The article mentions they gotfour key certifications in the
first 10 months.
SPEAKER_01 (02:01):
Yeah, that's proactive.
SPEAKER_00 (02:03):
That shows serious drive.
What sort of certifications doyou think would be most useful
early on like that?
SPEAKER_01 (02:10):
Well, you'd have to think food safety management,
right?
That's a given.
The retail operations for thebigger picture.
And perhaps even basic teamleadership to stand out.
Makes sense.
So then, by month 14, they moveup to department lead.
And get this, a 35% payincrease.
SPEAKER_00 (02:27):
That's a big jump.
SPEAKER_01 (02:28):
And apparently the department leads who really kill
it, they advance like 2.5 timesfaster than average.
SPEAKER_00 (02:35):
So what sets those top performers apart, do you
think?
SPEAKER_01 (02:38):
The article points to things like optimizing team
schedules, getting staffingright, really tight inventory
control systems, managing vendorrelationships well, and keeping
a close eye on performancemetrics.
SPEAKER_00 (02:51):
The numbers.
SPEAKER_01 (02:52):
Right.
The measurable results.
And it shows.
This person cut department wasteby 23%.
23%.
And
SPEAKER_00 (02:58):
boosted team productivity by 31%.
SPEAKER_01 (03:00):
Those are the kinds of numbers that, while they get
you noticed, it's not justmanaging, it's actively
improving things.
Exactly.
It builds that story of success.
Which leads to the next step.
Assistant manager in only 18months.
That's way faster than theindustry average of, what, 2.5
years?
SPEAKER_00 (03:15):
Much faster.
So why the quick jump?
SPEAKER_01 (03:18):
Well, the article credits it to demonstrating
excellence across storeoperations, not just their own
department.
Strong leadership, handlingcrises effectively, which, you
know, must happen all the timein a grocery store.
Oh, I bet.
And optimizing financialperformance.
And that step came with a$52,000salary, plus benefits, and
(03:39):
bonuses.
Clear progression.
SPEAKER_00 (03:41):
It really is.
Both responsibility and reward.
And then hitting store managerjust a year later in year three.
SPEAKER_01 (03:47):
Yeah.
SPEAKER_00 (03:48):
It just highlights that consistent high
performance.
SPEAKER_01 (03:50):
Yeah.
What were some results at thatstore manager level?
SPEAKER_00 (03:53):
We're talking a 12% jump in store profitability.
That's significant.
SPEAKER_01 (03:56):
Makes the whole store healthier financially.
SPEAKER_00 (03:58):
And a 34% drop in staff turnover.
People are staying.
SPEAKER_01 (04:01):
That suggests a better work environment, maybe?
SPEAKER_00 (04:03):
Could be.
Plus a 28% improvement incustomer satisfaction scores.
And they successfully rolled outnew tech systems.
Well, it's a very solid trackrecord.
SPEAKER_01 (04:12):
Absolutely.
Shows really strong,well-rounded leadership.
Now, for anyone listeningthinking, okay, how can I apply
this?
The article gives some solidtips.
First, certifications.
SPEAKER_00 (04:22):
Right.
We mentioned food safety, retailops.
Maybe later, things likeadvanced operations or even
project management could help asyou climb higher.
Why are they so key?
SPEAKER_01 (04:33):
Well, partly it's the actual skills, right?
But it also signals to yourbosses that you're serious,
you're invested.
SPEAKER_00 (04:39):
Good point.
SPEAKER_01 (04:40):
Yeah.
SPEAKER_00 (04:40):
The second tip is about building relationships.
And this isn't just water coolerchat, is it?
SPEAKER_01 (04:45):
No, no.
It's intentional.
Finding mentors, connectingacross departments to see the
whole picture, building tieswith vendors.
They're crucial.
And yeah, even connecting withcustomers directly.
SPEAKER_00 (04:55):
How do those relationships actually help you
move up?
SPEAKER_01 (04:58):
Well, mentors give advice, obviously.
Knowing people in otherdepartments helps you understand
the business, maybe collaborate.
Vendors give industry insights.
And I mean, understandingcustomers is fundamental, right?
SPEAKER_00 (05:09):
Absolutely.
The third tip.
Master key systems.
What are we talking about here?
Things like the inventorymanagement platform, scheduling
software, the POS systems, pointof sale and performance
analytics tools, measuringprogress.
SPEAKER_01 (05:26):
Why is getting good at that tech so critical now?
SPEAKER_00 (05:28):
Well, today, everything's data driven, isn't
it?
You need those systems to makesmart decisions, drive
efficiency.
It just makes you more valuableif you can use those tools
effectively.
SPEAKER_01 (05:37):
Makes sense.
And the article also projects,what, a 15 percent growth in
grocery by 2025?
Yeah, 15%,
SPEAKER_00 (05:45):
which really highlights the opportunity still
there in this field.
SPEAKER_01 (05:48):
Okay, so to add another layer here, let's bring
in some outside expertise.
SPEAKER_00 (05:52):
We've got insights from Mike Cook.
He goes by Grocery Store Mike,Director of Executive Search for
the Grocery Division atFrontline Source Group.
SPEAKER_01 (05:59):
Grocery Store Mike, okay.
SPEAKER_00 (06:00):
What's interesting is his background.
Over 35 years actually workingin grocery stores.
SPEAKER_01 (06:04):
Oh, wow.
So he's been on the front lines.
How does that kind of experiencehelp in executive search?
SPEAKER_00 (06:10):
Well, you'd imagine it gives him a real-world grasp
of the challenges, theopportunities, something maybe a
pure recruiter wouldn't have.
He knows what actually works ina store environment, what kind
of skills really matter.
SPEAKER_01 (06:22):
Right, that practical insight.
SPEAKER_00 (06:23):
Exactly.
And Frontline Source Groupitself, they've been doing
grocery and retail executivesearch since 2004.
That's a long time.
SPEAKER_01 (06:31):
Definitely built up some expertise.
What do they focus on whenthey're matching leaders to
companies?
SPEAKER_00 (06:37):
They really stress understanding the client's
specific needs.
Every grocery business is a bitdifferent.
And they watch the employmentlandscape closely.
Things like diversityinitiatives, managing
multi-generational teams, andeven flexible work, which is
tricky in grocery.
SPEAKER_01 (06:54):
Yeah, you'd think.
SPEAKER_00 (06:55):
It's also worth noting they've won awards, like
Clearly's Best of Staffing.
So they seem to have a goodreputation for making the right
connections.
SPEAKER_01 (07:02):
Okay.
So let's shift gears now to thefuture.
What's coming down the pike forthe grocery industry?
We're looking at that StayingFresh article, also by Mike
Cook.
SPEAKER_00 (07:12):
Right.
So one huge trend is the demandfor local and organic produce.
People want to know where foodcomes from, support local farms.
SPEAKER_01 (07:21):
What does that mean for the stores?
SPEAKER_00 (07:23):
It means building relationships with growers,
highlighting those localproducts effectively, telling
the story behind the food.
Transparency is big.
SPEAKER_01 (07:32):
And related to that, the article mentions hydroponics
and urban agriculture.
SPEAKER_00 (07:35):
Yeah, interesting stuff.
These could mean year-roundlocal produce less reliance on
long distance shipping, maybefresher products, smaller
environmental impact, bringingthe farm closer, sometimes right
into the city.
SPEAKER_01 (07:48):
And there's a broader focus, too, on just
ethical and eco-friendlypractices overall.
SPEAKER_00 (07:53):
Definitely.
It goes beyond just localorganic.
Think transparent sourcing forall products, eco-friendly
packaging, stores showing a realcommitment to sustainability.
Why is that so important now?
SPEAKER_01 (08:04):
Well, consumers are just much more aware, aren't
they?
They want to spend their moneywith businesses that align with
their values.
that are trying to do better.
SPEAKER_00 (08:10):
True.
Then there's convenience, stilla huge driver.
How are stores meeting that?
SPEAKER_01 (08:14):
More pre-cut fruits and veggies saves time.
And meal kits are still goingstrong, everything you need for
a meal in one box.
It's about making healthy eatingfit into busy lives.
SPEAKER_00 (08:25):
The article also mentions store layouts, making
them more innovative, displaysmore attractive.
SPEAKER_01 (08:29):
Yeah, the idea seems to be creating a better shopping
experience, making that freshperimeter produce, meat, seafood
really appealing, maybeencouraging healthier impulse
buys making it more of adestination.
SPEAKER_00 (08:41):
Less of a chore, perhaps.
SPEAKER_01 (08:42):
Right.
And finally, offering uniqueitems and personalization.
SPEAKER_00 (08:46):
Yeah, to stand out.
Grocers need those specialtyitems you can't get everywhere.
And they're using data, youknow, loyalty card data and
stuff to understand what you buyand tailor offers, maybe even
tweak the store layout based onhow people shop.
SPEAKER_01 (08:59):
So it really sounds like the future is this mix of,
well, local, sustainable,tech-driven, convenient, but
still quality-focused andcreating a more engaging place
to shop it's definitely notstanding still
SPEAKER_00 (09:12):
not at all and pulling it all together what
we've seen today is look thegrocery industry clearly offers
real pathways for significantcareer growth.
That three-year story shows it.
SPEAKER_01 (09:24):
Yeah, it's powerful.
SPEAKER_00 (09:26):
And that kind of climb isn't just luck, right?
It comes from focused effort,getting those certifications,
building relationships,mastering the tools.
SPEAKER_01 (09:34):
And looking ahead, the whole industry is changing.
Consumer demands aroundfreshness, sustainability,
convenience, plus all the techadvancements.
It's creating a really dynamicenvironment.
Lots of opportunity there.
SPEAKER_00 (09:47):
So For you listening, here's something to
think about.
Whether you're in grocery or acompletely different field, what
are those fundamental skillsthat really drive success where
you are?
And what are the trends, maybesmall ones now, that could
really shake things up down theroad?
What should you be focusing oninvesting in to make sure you're
not just keeping up but actuallygetting ahead?
Welcome to this deep dive, where we extract the
crucial insights from a pile ofinformation to make you
instantly well-informed.
Today, we're diving headfirstinto the grocery industry.
We've got a really fascinatinglook at, well, almost a
rocket-like career trajectory,some expert analysis from
Grocery Executive Search, and asneak peek at the trends
(00:21):
changing how we shop.
SPEAKER_00 (00:22):
That's right.
We're working with three mainsources here.
First, there's an article fromEntry Level to Store Manager, a
three-year grocery careersuccess story that gives us the
on-the-ground view.
SPEAKER_01 (00:32):
Okay.
SPEAKER_00 (00:33):
Then we're tapping into Frontline Source Group, a
retail staffing firm, theirGrocery Executive Search info,
and another piece they did,Staying Fresh in the Grocery
Industry.
SPEAKER_01 (00:41):
Got it.
So the mission today.
SPEAKER_00 (00:44):
Well, the mission is really to understand the paths
for growth in groceries.
You know, what are thestrategies for getting ahead and
what's changing in the sector?
SPEAKER_01 (00:51):
OK, let's jump into that three year climb, then the
success story.
It points out something prettystriking.
Sixty seven percent of grocerystore managers started an entry
level jobs.
SPEAKER_00 (01:01):
Sixty seven percent.
Yeah, that really tells yousomething, doesn't it?
SPEAKER_01 (01:04):
It does.
And this specific person wentfrom what?
Fourteen dollars an hour, maybestocking shelves to running the
whole store in just three years.
SPEAKER_00 (01:12):
Incredible.
And our sources also say 73% ofthe time these stores promote
from within.
SPEAKER_01 (01:18):
Right.
SPEAKER_00 (01:19):
So it paints this picture where growing internally
isn't just, you know, possible.
It seems like it's almost thestandard way.
SPEAKER_01 (01:28):
Right.
SPEAKER_00 (01:28):
Why do you think that is?
Is it the skills or?
SPEAKER_01 (01:30):
That's a good question.
Maybe it's a culture thing.
Mentorship.
Or maybe just, you know, hiringexternally for those management
roles is tougher in such ahands-on business.
Could be.
Whatever the reason, year onefor this person was all about
getting that foundation solid.
We're talking knowing thedepartments inside out,
inventory management, basics,tracking stock, you know,
(01:52):
customer service excellence, andeven basic P&L, profit and loss.
SPEAKER_00 (01:56):
And crucially, it wasn't just about showing up.
The article mentions they gotfour key certifications in the
first 10 months.
SPEAKER_01 (02:01):
Yeah, that's proactive.
SPEAKER_00 (02:03):
That shows serious drive.
What sort of certifications doyou think would be most useful
early on like that?
SPEAKER_01 (02:10):
Well, you'd have to think food safety management,
right?
That's a given.
The retail operations for thebigger picture.
And perhaps even basic teamleadership to stand out.
Makes sense.
So then, by month 14, they moveup to department lead.
And get this, a 35% payincrease.
SPEAKER_00 (02:27):
That's a big jump.
SPEAKER_01 (02:28):
And apparently the department leads who really kill
it, they advance like 2.5 timesfaster than average.
SPEAKER_00 (02:35):
So what sets those top performers apart, do you
think?
SPEAKER_01 (02:38):
The article points to things like optimizing team
schedules, getting staffingright, really tight inventory
control systems, managing vendorrelationships well, and keeping
a close eye on performancemetrics.
SPEAKER_00 (02:51):
The numbers.
SPEAKER_01 (02:52):
Right.
The measurable results.
And it shows.
This person cut department wasteby 23%.
23%.
And
SPEAKER_00 (02:58):
boosted team productivity by 31%.
SPEAKER_01 (03:00):
Those are the kinds of numbers that, while they get
you noticed, it's not justmanaging, it's actively
improving things.
Exactly.
It builds that story of success.
Which leads to the next step.
Assistant manager in only 18months.
That's way faster than theindustry average of, what, 2.5
years?
SPEAKER_00 (03:15):
Much faster.
So why the quick jump?
SPEAKER_01 (03:18):
Well, the article credits it to demonstrating
excellence across storeoperations, not just their own
department.
Strong leadership, handlingcrises effectively, which, you
know, must happen all the timein a grocery store.
Oh, I bet.
And optimizing financialperformance.
And that step came with a$52,000salary, plus benefits, and
(03:39):
bonuses.
Clear progression.
SPEAKER_00 (03:41):
It really is.
Both responsibility and reward.
And then hitting store managerjust a year later in year three.
SPEAKER_01 (03:47):
Yeah.
SPEAKER_00 (03:48):
It just highlights that consistent high
performance.
SPEAKER_01 (03:50):
Yeah.
What were some results at thatstore manager level?
SPEAKER_00 (03:53):
We're talking a 12% jump in store profitability.
That's significant.
SPEAKER_01 (03:56):
Makes the whole store healthier financially.
SPEAKER_00 (03:58):
And a 34% drop in staff turnover.
People are staying.
SPEAKER_01 (04:01):
That suggests a better work environment, maybe?
SPEAKER_00 (04:03):
Could be.
Plus a 28% improvement incustomer satisfaction scores.
And they successfully rolled outnew tech systems.
Well, it's a very solid trackrecord.
SPEAKER_01 (04:12):
Absolutely.
Shows really strong,well-rounded leadership.
Now, for anyone listeningthinking, okay, how can I apply
this?
The article gives some solidtips.
First, certifications.
SPEAKER_00 (04:22):
Right.
We mentioned food safety, retailops.
Maybe later, things likeadvanced operations or even
project management could help asyou climb higher.
Why are they so key?
SPEAKER_01 (04:33):
Well, partly it's the actual skills, right?
But it also signals to yourbosses that you're serious,
you're invested.
SPEAKER_00 (04:39):
Good point.
SPEAKER_01 (04:40):
Yeah.
SPEAKER_00 (04:40):
The second tip is about building relationships.
And this isn't just water coolerchat, is it?
SPEAKER_01 (04:45):
No, no.
It's intentional.
Finding mentors, connectingacross departments to see the
whole picture, building tieswith vendors.
They're crucial.
And yeah, even connecting withcustomers directly.
SPEAKER_00 (04:55):
How do those relationships actually help you
move up?
SPEAKER_01 (04:58):
Well, mentors give advice, obviously.
Knowing people in otherdepartments helps you understand
the business, maybe collaborate.
Vendors give industry insights.
And I mean, understandingcustomers is fundamental, right?
SPEAKER_00 (05:09):
Absolutely.
The third tip.
Master key systems.
What are we talking about here?
Things like the inventorymanagement platform, scheduling
software, the POS systems, pointof sale and performance
analytics tools, measuringprogress.
SPEAKER_01 (05:26):
Why is getting good at that tech so critical now?
SPEAKER_00 (05:28):
Well, today, everything's data driven, isn't
it?
You need those systems to makesmart decisions, drive
efficiency.
It just makes you more valuableif you can use those tools
effectively.
SPEAKER_01 (05:37):
Makes sense.
And the article also projects,what, a 15 percent growth in
grocery by 2025?
Yeah, 15%,
SPEAKER_00 (05:45):
which really highlights the opportunity still
there in this field.
SPEAKER_01 (05:48):
Okay, so to add another layer here, let's bring
in some outside expertise.
SPEAKER_00 (05:52):
We've got insights from Mike Cook.
He goes by Grocery Store Mike,Director of Executive Search for
the Grocery Division atFrontline Source Group.
SPEAKER_01 (05:59):
Grocery Store Mike, okay.
SPEAKER_00 (06:00):
What's interesting is his background.
Over 35 years actually workingin grocery stores.
SPEAKER_01 (06:04):
Oh, wow.
So he's been on the front lines.
How does that kind of experiencehelp in executive search?
SPEAKER_00 (06:10):
Well, you'd imagine it gives him a real-world grasp
of the challenges, theopportunities, something maybe a
pure recruiter wouldn't have.
He knows what actually works ina store environment, what kind
of skills really matter.
SPEAKER_01 (06:22):
Right, that practical insight.
SPEAKER_00 (06:23):
Exactly.
And Frontline Source Groupitself, they've been doing
grocery and retail executivesearch since 2004.
That's a long time.
SPEAKER_01 (06:31):
Definitely built up some expertise.
What do they focus on whenthey're matching leaders to
companies?
SPEAKER_00 (06:37):
They really stress understanding the client's
specific needs.
Every grocery business is a bitdifferent.
And they watch the employmentlandscape closely.
Things like diversityinitiatives, managing
multi-generational teams, andeven flexible work, which is
tricky in grocery.
SPEAKER_01 (06:54):
Yeah, you'd think.
SPEAKER_00 (06:55):
It's also worth noting they've won awards, like
Clearly's Best of Staffing.
So they seem to have a goodreputation for making the right
connections.
SPEAKER_01 (07:02):
Okay.
So let's shift gears now to thefuture.
What's coming down the pike forthe grocery industry?
We're looking at that StayingFresh article, also by Mike
Cook.
SPEAKER_00 (07:12):
Right.
So one huge trend is the demandfor local and organic produce.
People want to know where foodcomes from, support local farms.
SPEAKER_01 (07:21):
What does that mean for the stores?
SPEAKER_00 (07:23):
It means building relationships with growers,
highlighting those localproducts effectively, telling
the story behind the food.
Transparency is big.
SPEAKER_01 (07:32):
And related to that, the article mentions hydroponics
and urban agriculture.
SPEAKER_00 (07:35):
Yeah, interesting stuff.
These could mean year-roundlocal produce less reliance on
long distance shipping, maybefresher products, smaller
environmental impact, bringingthe farm closer, sometimes right
into the city.
SPEAKER_01 (07:48):
And there's a broader focus, too, on just
ethical and eco-friendlypractices overall.
SPEAKER_00 (07:53):
Definitely.
It goes beyond just localorganic.
Think transparent sourcing forall products, eco-friendly
packaging, stores showing a realcommitment to sustainability.
Why is that so important now?
SPEAKER_01 (08:04):
Well, consumers are just much more aware, aren't
they?
They want to spend their moneywith businesses that align with
their values.
that are trying to do better.
SPEAKER_00 (08:10):
True.
Then there's convenience, stilla huge driver.
How are stores meeting that?
SPEAKER_01 (08:14):
More pre-cut fruits and veggies saves time.
And meal kits are still goingstrong, everything you need for
a meal in one box.
It's about making healthy eatingfit into busy lives.
SPEAKER_00 (08:25):
The article also mentions store layouts, making
them more innovative, displaysmore attractive.
SPEAKER_01 (08:29):
Yeah, the idea seems to be creating a better shopping
experience, making that freshperimeter produce, meat, seafood
really appealing, maybeencouraging healthier impulse
buys making it more of adestination.
SPEAKER_00 (08:41):
Less of a chore, perhaps.
SPEAKER_01 (08:42):
Right.
And finally, offering uniqueitems and personalization.
SPEAKER_00 (08:46):
Yeah, to stand out.
Grocers need those specialtyitems you can't get everywhere.
And they're using data, youknow, loyalty card data and
stuff to understand what you buyand tailor offers, maybe even
tweak the store layout based onhow people shop.
SPEAKER_01 (08:59):
So it really sounds like the future is this mix of,
well, local, sustainable,tech-driven, convenient, but
still quality-focused andcreating a more engaging place
to shop it's definitely notstanding still
SPEAKER_00 (09:12):
not at all and pulling it all together what
we've seen today is look thegrocery industry clearly offers
real pathways for significantcareer growth.
That three-year story shows it.
SPEAKER_01 (09:24):
Yeah, it's powerful.
SPEAKER_00 (09:26):
And that kind of climb isn't just luck, right?
It comes from focused effort,getting those certifications,
building relationships,mastering the tools.
SPEAKER_01 (09:34):
And looking ahead, the whole industry is changing.
Consumer demands aroundfreshness, sustainability,
convenience, plus all the techadvancements.
It's creating a really dynamicenvironment.
Lots of opportunity there.
SPEAKER_00 (09:47):
So For you listening, here's something to
think about.
Whether you're in grocery or acompletely different field, what
are those fundamental skillsthat really drive success where
you are?
And what are the trends, maybesmall ones now, that could
really shake things up down theroad?
What should you be focusing oninvesting in to make sure you're
not just keeping up but actuallygetting ahead?
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