The Food Away from Home industry is fast-moving, unpredictable, and more complex than ever, but it has been and will continue to be grounded in deep, trusted relationships. While the relentless day-to-day pace keeps us focused on supply chain challenges, customer needs, and constant problem-solving, we too rarely get the chance to step back and work on the industry instead of in it.
Joining the IFMA Next Gen Execs cohort gave me that space to pause, reflect, and think bigger.
It provided something we don’t often get: dedicated time to connect with peers without the pressure of selling or problem-solving in the moment. It created a genuine space to learn from each other, compare challenges, and explore big ideas with people I might never have crossed paths with otherwise. The experience blended camaraderie with real strategic thinking, which quickly became a catalyst for both personal and industry growth.
Stepping Up to Lead the Dialogue
Stepping into a broader commercial leadership role this year, I’ve focused heavily on elevating the conversation around data in foodservice — not just what we have, but how we use it to drive better decisions. The cohort became the perfect environment to refine that voice. It pushed me to articulate ideas more boldly, listen more intentionally, and shape a narrative that resonated across different parts of the industry.
That growth culminated in presenting our group’s recommendations for turning data into next best actions on stage at the Presidents Conference. Contributing to the industry dialogue in such a visible way was a meaningful milestone, and the support that followed from colleagues across truly captured the spirit of the program: we want each other to succeed, and we show up to make that happen.
Turning Data Chaos into Opportunity
Every conversation I had at the conference reinforced the same theme: our industry is drowning in data but starved for clarity. We generate spreadsheets, dashboards, and reports in every format imaginable, yet many of them sit unused because they don’t help anyone make a better decision. My cohort group saw this firsthand. We realized the problem isn’t a lack of data; it’s the lack of a framework that turns that data into meaningful action.
Our work centered on reframing the issue: instead of asking “How do we fix all this messy data?” we asked “What decisions are we trying to enable?” That shift helped us frame data not as a burden but as an opportunity for smarter, faster, more aligned execution across the ecosystem.
Clarity Through the Jobs to be Done Framework
The turning point came when we applied the Jobs to Be Done framework. Instead of trying to clean or interpret all data at once, we stepped back and asked a simpler, more powerful question: “What job do we need this data to do?”
That lens brought immediate clarity. It helped us shift focus from organizing information to enabling outcomes. It reminded us that good data strategy always balances three essential elements:
People: Everyone absorbs insights differently. Some leaders want the headline; others want to dig into the details.
Technology: A data lake alone doesn’t create value. Standardization and a single source of truth are essential.
Process: It’s not about collecting numbers. It’s about curating the right stories and defining how we measure success.
By returning to the “job,” we avoided getting lost in the weeds and created a shared path toward confident, aligned decision-making.
A Bright Future for FAFH
Graduating from this program left me feeling even more connected to our industry. The energy, curiosity, and generosity within the cohort were inspiring, and I’m excited to support the next class of leaders who will carry this work forward.
The FAFH landscape will continue to evolve — sometimes rapidly, sometimes unpredictably — but I’m optimistic. When we collaborate, focus on clarity over complexity, and anchor our decisions in meaningful insight, we create real momentum. Together, we can shape an industry that is smarter, more connected, and better equipped for the future.
