The Days of Boring, Uninspiring Cafeteria Meatloaf are Officially Over

Gen Z’s environmentally conscious and ethical eating habits have transformed campus dining with abundant and delicious plant-based options.

By Leslie Ewing, PBFC Executive Director

It’s fall 2023, and university campuses are buzzing with students once again. Since freshmen tend to arrive on campus around the age of eighteen, that means this year’s incoming class was typically born in 2005 or 2006. This means that the youngest cohort of Gen Z has begun postsecondary education, and even the most seasoned, coffee-fueled graduate students are card-carrying members of Generation Z.

Study after study has shown that Generation Z is the most environmentally conscious generation, and they are developing this globally aware mindset at younger ages. And yet it’s still hard to overestimate the changes this generation has already brought to colleges and universities. Gen Z’s distinct food consumption habits and environmental attitudes have had huge ramifications for campus food providers.

At the recent International Plant Based Foods Working Group Summit, the passionate, well-educated Youth Forum panel participants unapologetically demanded a shift in global food systems. They eloquently advocated for urgent action in addressing the global climate crisis. Informed by their studies in law, political science and nutrition, these young scholars demonstrated an impressive knowledge and understanding of the frightening future implications for the status quo. These young people are already taking bold actions to promoting adoption of plant-based foods – and they’re still in school.

Recent NPD Group research suggests that Gen Zs associate their beliefs about the environment and animal welfare with plant-based eating. Another recent BritOn study (conducted for Plant-Based Foods of Canada) indicates that for Canadian Gen Zs, environmental concerns and personal beliefs are proportionately higher drivers of choice in their food consumption habits. In other words, younger folks are not just choosing plant-based foods because the Canada Food Guide recommends it!

Gen Z’s environmentalism and concerns for animal welfare, combined with their flair for digital advocacy on social issues, makes them a powerful societal force. Colleges and universities, eager to cater (literally, in this case) to the preferences of their students, are adapting their campus food options in response: The University of Guelph launched a certificate program in plant-based nutrition in 2021, the first of its kind in Canada. Some campuses, like UBC, have committed to offering plant-based options at every dining location.

The climate crisis is also inspiring student-led initiatives like the influential Plant-Based U group in the UK. That organization has led to seven British universities going fully plant-based. In their own words, Plant-Based U “support[s] students in an urgent call to action against the climate crisis” and aims to “reduce food systems emissions by shifting to sustainable plant-based menus on campus.”

Now, Plant-Based U’s Canadian members are seeking to bring those ambitious changes to this country. So far, they’re seeing remarkable success. Their “Canadian University Initiative” was launched in 2020 with universities in several provinces committing to increasing the number of plant-based meals in campus food services.

In just a few short years, those changes have expanded. Furthermore, more sustainable food services are now a selling point for universities as they compete for student admissions. From University of Victoria’s exclusively plant-based chili and ‘opt-in’ system for dairy cheese, to Concordia’s Sustainability Action Plan targeting a 30% reduction in animal-based elements of its food budget, the changes are clear and measurable. From Université de Montréal’s target of 33% vegan / 33% vegetarian offerings on daily menus, to the University of Western Ontario beating its own target that 40% of campus dining being plant-based, they’re also setting an impressive example.

That’s good progress already, but by no means will it be the end of their story. I believe these young leaders are just getting started in their efforts to change the postsecondary institution food landscape. As vocal Gen Zs reshape Canadian colleges and universities, they will expect to see their values reflected in their campus’ food service offerings.

In my view, this is a modern, plant-based update to a story that goes back generations -- young people demanding the change they wish to see in the world and using their powerful voices to bring it to their places of learning. And it’s so inspiring to see. Thanks to the dedication and passion of this new generation of students, plant-based diets are becoming more mainstream in universities, other food service establishments and retail shelves in Canada and around the world.

Growing Opportunities - Inaugural Conference Recap

On April 19, Plant-Based Foods of Canada hosted members, industry partners, and leaders at our inaugural Growing Opportunities conference, held at the Maple Leaf ThinkFOODS Culinary Centre in Mississauga. The day was packed with interesting speaker sessions, discussion panels, and opportunities for members to connect.

For those who couldn’t attend, I wanted to share a recap of the day’s events:

The day was kicked off by Adam Grogan, President of Greenleaf Foods who welcomed everyone and challenged attendees with the question of why Maple Leaf Foods – Canada’s largest meat company – would host a plant-based foods conference. It’s a great question. The answer, Adam explained, is that sustainability is central to MLF’s future, and that especially includes plant-based foods as the market for proteins evolves.

The first speaker session of the day, A Significant Moment: The Importance of Plant-Based Foods, featured well-known speaker and author Brian Kateman, Co-Founder and President of the Reducetarian Foundation. Brian spoke about the reducetarian movement and how it began for him as a way to align his personal ethics with his actions. He spoke about the many ways that consumers can implement a reducetarian diet (spoiler alert: it’s easier than they think!) and addressed many of the misconceptions that prevent consumers from taking the first steps. Brian challenged our industry to present pragmatic plant-based food solutions for consumers, and not to lose sight of the fact that we are all on the same team, in so many ways.

Murad Al-Katib, President & CEO of AGT Food & Ingredients, then framed the Plant-Based Opportunity for us. Murad spoke of his own beginnings in the industry, and how he recognized the potential in Canadian-grown pulses. Now the world’s largest pulse processor, Murad has been instrumental in growing the Canadian plant-based protein revolution from a single facility in Saskatchewan. Murad presented attendees with some hard truths, including a call to think about the entire planet’s food needs. “In the next 40 years,” he noted, “we have to grow us much food as the first 10,000 years of civilization”. It’s a sobering thought, and a profound challenge for our industry. Murad went on to talk about the factors driving adoption of plant-based foods, and how the next generation of consumers are motivated by new factors, like environmental sustainability. Murad left us with a powerful reminder that Canada is perfectly suited to be a global agri-food powerhouse, given our geography, available investment capital, rapid technology adoption, and stable governance.

After a brief networking break, Jane Adylina, Head of Own Brand Marketing, Fresh Categories & Plant Based for Tesco, examined the major UK grocer’s experience rolling out plant-based foods to consumers in the More Than a North American Movement: Learning from Other Markets session. Jane explained that Tesco first started noting a real uptick in searches and consumer requests for plant-based foods in 2017. As Tesco searched for ways to address that demand, they launched their in-house brand, Wicked Kitchen, in 2018. By 2021, Jane noted, Tesco was selling over 200 own-brand PB lines. Jane also explained Tesco’s brand architecture for its PB product lines, which aim to serve everyone from devoted foodies to casual consumers. Jane also showed us some great examples of Tesco’s strategy to create “destinations” for PB food next to conventional sets.

Spring boarding off the previous presentation, Michael Lines (CEO & President of Simply Protein & PBFC Advisory Board Chair) led a panel discussion with Charles Buhagiar (Sr. Category Manager at Metro) Stacey Kravitz (President, UNFI Canada), and Adam Grogan. These high-profile industry players reflected on what is working in Canada, challenges and a general confidence that the sector is maturing. The panelists spoke about the opportunity to grow the Canadian PB industry sustainably, continually innovate our products and technologies and making products accessible for consumers.

The afternoon sessions kicked off with a panel called The Need for Regulatory Modernization: Making Plant-Based Foods Available. In this session, Murad Al-Katib, Chris Marinangeli (Regulatory Director, Protein Industries of Canada), Michi Furuya Chang (SVP Policy & Reg. Affairs, Food Health & Consumer Products of Canada), and Gowlings WLG Partner Lewis Retik enjoyed a lively discussion. They spoke about the difficulties resulting from a lack of cohesiveness and interests across government. They tackled the sticky subject of cross-border logistics, and how a lack of harmonization between Canada and the U.S. makes things harder for Canada’s plant-based sector. We also heard that research is critical to making change and that projects are underway to help address our efforts.

Jennifer Manavi (SVP at NielsenIQ) and Thea Bourianne (Sr. Manager, Data Strategy & Solutions Label Insights) presented exciting new industry data for attendees in the Plant-Based by the Numbers: Hot Off the Press Research session. NIQ works in partnership with PBFC to generate data insights on issues of importance. Here are just some of their key insights:

·       The market is healthy: Plant Based foods are a $990M industry in Canada, growing at about 5% (vs Y.A.)*;

·       The market is growing: Most PB categories saw growth, even as Canadians bought a little less food overall due to the inflationary environment;

·       The market is resilient: The largest categories (‘Soy & Rice & Alternative beverages’, and ‘Tofu and Alt. Meat, Dairy Alternatives’) didn’t lose customers last year, despite reduced overall grocery purchases; and

·       Opportunities abound: As just one example, there may be opportunities for plant-based food sales online, as that’s a place where Canadians typically over index on PB purchases versus in other channels.

Encouragingly, we heard that Canadians feel they have more choices than ever before. From my perspective, that means our industry is perfectly positioned to be able to provide plant-based options for every shopping occasion.

Next up was a panel discussion entitled Leading During Inflationary Times. This discussion featured Jeremy Oxley (SVP Marketing & Ecommerce at Danone), Alicia Liebregts (Managing Partner, The Hatchery Marketing Group, Chloe Efthyvoloulos (Head of Industry, TikTok), and Polina Rodgers (Food & Beverage Partnerships Canada, Pinterest). The industry experts spoke about the ways brands can explore trends and happenings in social media, and build brand equity with their digital communications. Our panel participants also spoke about how the amount of data available to marketers has never been greater. That data – when combined with creativity and a sense of fun – unlocks enormous potential for brands (especially the smaller ones) to explain their offering to consumers.

As we hoped, the final session of the day, Pushing the Envelope: Innovation to Meet Consumer Demand, closed the conference on a high note. Blair Bullus (President Top Tier Foods) spoke first about his developed-in-Japan plant-based Wagyu and his company’s strategy of working through food service channels before exploring retail. Aamir Malkani (Founder and CEO, Plant up) explained his inspiration for Plant Up, speaking eloquently about the power of food to connect human beings and cultures. He discussed how he innovated (using Canadian proteins) to develop great tasting internationally inspired recipes, and mentioned the great deal of support he received from the Canadian Industry in the process. The “O.G.” of Canadian plant-based foods, Yves Potvin, spoke last. Yves detailed his journey (which, incredibly, began in 1985) from starting Yves Veggie Cuisine, to founding Gardein, to launching his third major startup, the buzzy new Konscious Foods. He outlined Konscious’s mission and its new products, and explained his aggressive plans for widespread retail availability.

So, there you have it. That was a very short summary of the Growing Opportunities conference. It’s hard to imagine we fit all that into one day, but somehow we managed!  

When the conference was over, I found myself reflecting (as I mentioned in my introductory remarks) about how Plant-Based Foods of Canada started in 2017 as just three people seated around a boardroom table, thinking about how we could present this emerging industry to policymakers and stakeholders. It’s amazing to now think of hosting such a robust, well-attended conference, sharing Big Ideas about the next decade ahead of us. What a journey it’s been! To all our PBFC members, stakeholders, and industry participants, thank you for making the 2023 Growing Opportunities conference event such a success.

PBFC members can download a copy of the event slides here.

*Looking at the same categories PBFC tracked last year. Note that 4 additional categories will be added in the next two weeks, increasing this number.

Plant-Based Foods Industry Leadership Series: Cristine Laforest, CEO Group Bel Canada

“I think we have a responsibility as manufacturers, to help the planet, and to better feed people.”

In recognition of Women’s History Month 2023, Leslie Ewing, Executive Director of Plant-Based Foods of Canada, sat down for a series of one-on-one interviews with female corporate leaders in Canada’s plant-based food industry. The wide-ranging conversations discussed diverse topics from how to navigate a career paths in the industry, to a forward look at what the future holds for plant-based foods. 

In this interview, Leslie speaks with Cristine Laforest, CEO Group Bel Canada

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Leslie Ewing: I think it’s important to start with your career journey. How did you end up in the food industry? And at Group Bel Canada?

Cristine Laforest: It’s funny. You go through all this, and you discover yourself. I’ve always pushed myself outside of my comfort zone. I went to an English university, being French. And when I graduated, I was recruited on campus by P&G. So I had that luck with being at Tier One companies from the get-go. I was hired in sales, but I always wanted to be in marketing. But as a 21-year-old, you don't really know where you need to go, or what you want to do. And that's normal, right?

I moved to Europe at one point in time and left everything behind. I was travelling a lot -- I taught skiing for over a year in the Alps. So, a weird journey. When I got back from Europe, I started working for Reader's Digest, and then I moved to Yoplait.

This is the way I ended up in food. I was really attracted to [manufacturing] plants. How food was being produced the machinery, the engineering behind it, and everything, really.

LE: And what was next for you?

CL: I stayed there for over six years, focused on marketing, working on big brands. And I don't think I had realized at that point in time that this was a great opportunity for me to influence Canadians’ nutrition. I worked at Saputo for over six years, and then it's been like 15 years at Group Bel Canada. So a total of 27 years in the dairy industry. It was not something that I prepared for, it was something that I enjoyed and developed a passion for. I enjoy the operational part of the business: plants, the way they function, the way they produce, the regulations and how this impacts the way we eat.

Now that I'm at  Group Bel Canada, I feel that every day I really live our mission to produce healthy and responsible food for all. And I feel I can influence ‘positive innovation’ – the way people can eat and help the planet at the same time. On a daily basis, I think we have a responsibility as manufacturers, to help the planet, and to better feed people. We know we have around 10 billion people that will need to be fed at one point in time. So I feel as a CEO, I have a responsibility to do that.

LE: When people talk about founders, they often use the term “mission driven.” People in the plant-based food space are definitely “mission driven.” That sounds like you, too.

CL: It’s what motivates me to go further, and to make change. I always say that, “in a few years, when I'm retired and sitting at my cottage in my rocking chair, I will have done something for the planet. I will have done something for the future of our kids. And I will have done my part feeding those 10 billion people.” Every day, this is the mission I carry, and it’s why I’m engaging with over 80 people at head office. 

And this is part of why people are staying at Group Bel Canada -- because we're engaged and we’re purpose-driven. We have targets, we work on the climate issues, we work on all these CSR engagements. You would be surprised -- the new employees that work for us, this is what drives them. They're expecting purpose in what they're doing daily. They want to have fun, but to have a purposeful job. They're here to make a difference.

LE: What do you think are the most important leadership qualities you’ve brought to your role? 

CL: We try to inspire people and grow our talent. We’re in the Top 100 Employers in Canada, for the second year in a row. When we hire someone, I have a responsibility as a CEO to help you grow and that’s important to me. You're not a number coming in, you're someone that I have a responsibility for. I need to give you training, I need to understand your development plan, I need to understand where you want to go, and your ambitions. It’s my responsibility to you to get you there. And hopefully, I'll get you there. We have a commitment toward our people.

One more thing that's important for me is to let people dream. Dream to be better, dream to change the planet, dream to aspire to higher level, dream that they can be a CEO. They want to dream they can make a change in this crazy world. Finally, I think transparency is very important. I want to have an open dialogue with employees.

LE:  If you think about from when you entered Group Bel Canada, what changes have you noticed over time?

CL: I think consumers have changed. A lot of people are flexitarians, and people are more adventurous now. However, they also want transparency. They want to know where the ingredients are coming from. They will be sourcing local food. This is also important for us because practically 90% of our products are locally made now. When I came on board in 2007, I think it was about 10%. So, we've done a lot of work towards that and have invested in a new plant in Quebec in 2018 that will produce 100% of Babybel demand for Canadians.

More Canadians are thinking about the environment and at Group Bel Canada, the environment is at the center of our mission built on five pillars: Regenerative agriculture, responsible packaging, fight against climate change, making our brands accessible for all, and making healthy products.

Social responsibility is very important, too. It's at the heart of what Bel is all about. Some of our employees have taken on special projects. For example, one is the key contact with Food Banks Canada maximizing our chance to have ‘zero destruction’ of our products, ensuring that our products go to people that need it.

We are also working with the international NGO Climate Fresk, to set up a training program for our employees to raise awareness of climate change. So far, over 80 of our employees have done the workshop, and they now have the opportunity to contribute in their own way to the company's mission.

LE: Interesting idea. What else?

CL: Going back to consumers, they are looking for more variety. We see around 50% of consumers interested in plant-based food. wherein addition to having a positive impact, we put consumers at the heart of our approach. We hope to have a portfolio of products composed of 50% dairy, and 50% plant- or fruit-based. This is key to help reduce our environmental impact.

LE: I bet.

CL: We got into plant-based, and we see we can make a difference there. We are able to deliver tasty products like with Boursin and also Babybel. We're really at the top of the category right now, and the category is growing thanks to our products. We see that strong brands such as Boursin and Babybel can move the market faster as they are known for their taste and quality. We’re excited to see what’s next and how the category will grow.

LE: Products have to meet consumer expectations, and that's key. Right?

CL: Exactly. It's still a challenging category due to the government regulations, [specifically] about the naming of products. I think there's some opening-up from the government and we look forward to furthering this work. There are great things done in the US and in Europe, and we hope that we can eventually reach these opportunities in Canada. We've launched as you know, with Perfect Day, some precision fermentation products. They're so delicious, you wouldn't believe it -- and they have great nutritional content.

If you look at the condition of the planet right now, you know you cannot feed people the way we’re doing it right now – soil quality, et cetera. We’ll need to go into other avenues, and precision fermentation is another way to go about this. There's a long way to go, but there's a lot of solutions to explore.

LE: What advice would you give to someone -- especially young women, since this is Women's History Month -- starting out in the industry today?

CL: This question resonates with me. My career path was not an easy one. First thing I’d say is, don't lose confidence. Some people might not give you your chance, but somebody else will. I remember being told I would not go further than being a product manager. And today, I'm heading a business unit of a multinational company and I'm integrating a company that’s as big as the one that I'm leading right now. But there's a tier one company that didn't see me going further. So don't give up. If it's not working somewhere, go somewhere else, because someone will give you the chance, train you to go wherever you need to go In other words, have confidence in your abilities.

LE: Right.

CL: Second, surround yourself with people who want to see you succeed. Try to see this from the get-go, don't get to a company that’s not in line with your values. Ensure that you have the right mentor, to bring you to where you need to go. If you face setbacks in your career, don't worry, get back up and keep going.

And don't be afraid to try new things. For my 15 years I'd done marketing at Bel, and then I was asked to do sales. I was asked to do things that I've never done before, getting out of my comfort zone. Trying new things is such a great way to grow. Get out of your expected roles, try to be curious, and learn. It's good to have marketing, to have sales, to have various jobs, to make you a more complete person. I think this is why, in part, that I succeeded in this position -- my capacity to learn, to get out of my comfort zone, and to discover and just to enjoy it, you know?

LE: There's lots of coverage of the founders, which is fabulous. But I think that we also need to showcase the enormous accomplishments of the women who are leading large companies.

CL: At Bel, we're lucky that our CEO is a woman. And she's really embarked on an effort to make sure that women have their space and their share of management roles. And they do promote women quite a lot. We have trainings on women leadership, what it takes to succeed, and so forth In Canada, 70% of my leadership team is led by women, which I am proud of.

LE: You are inspirational for so many. Is there anything else that you would want to include?

CL: Honestly, I don't always remember I'm a CEO. Because the journey has been chaotic, it's had some tough moments. And you work, work, work, and you keep on going. And then, suddenly, something happens. So I got there, with lots of work, and an unconventional road to success. I'm too humble to say ‘success’ – but I'm here.

I never felt that I didn't progress through this business as fast as I could because I was a woman. Even though I realize that the industry is mostly led by men. I never felt that I had a different treatment because I was a woman.

LE: That's interesting.

CL: I didn't get where I am because I'm a woman. It’s because I've put a lot of work into this and found my passion. And hopefully, when they chose me, they can see the potential and opportunities I try to create for the company and the team.

And in the last three years, we're hitting those numbers like crazy. Fifteen years ago, nobody noticed Group Bel Canada internationally. Now, we’re top three countries around the world for the Group. So I’m very proud of this legacy.

LE: Now there's a legacy.

CL: Yeah, exactly. And the legacy I want to leave is this ambition, this dream to change the world. If I can have that legacy, that would be great.

LE: Well that feels like a great place to stop. Thank you so much!

Plant-Based Foods Industry Leadership Series: Stacey Kravitz, President UNFI Canada

“Set goals, learn as much as you can, build your network and stay customer focused”

In recognition of Women’s History Month 2023, Leslie Ewing, Executive Director of Plant-Based Foods of Canada, sat down for a series of one-on-one interviews with female corporate leaders in Canada’s plant-based food industry. The wide-ranging conversations discussed diverse topics from how to navigate a career path in the industry, to a forward look at what the future holds for plant-based foods. 

In this interview, Leslie speaks with Stacey Kravitz, President at UNFI Canada and board chair of the Canadian Health Food Association.

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LE: So, let's start with your career? How did you get here?

SK:  Food has played a significant role in my work life since my first job at a Jewish deli-bakery in Montreal when I was 15, where I handled various tasks, such as baking rolls and making chopped liver. No joke. During summers, I worked at Kraft, where my mom was employed for 26 years. I began by entering handwritten orders on a computer, learned UPC codes for Kraft products, and later managed pallets in the distribution center.

After graduating from McGill University, I worked as a restaurant manager and then as an area supervisor in sales for a US accessories company during Walmart's Canadian expansion. This role gave me valuable experience in merchandising and sales.

In 1996, I joined Kraft's sales team in Toronto and spent 20 years progressing through different sales roles, eventually becoming Customer Vice President, managing most of the customer portfolio heading up regional accounts such as Metro, FCL, Save-on-Foods, Safeway and finally leading the Loblaw team.

When Heinz bought Kraft, I stayed for another year before seeking new opportunities. Eventually, I was presented an opportunity with UNFI Canada, which very much aligned with my personal values and presented a chance to lead a sales organization. At that time, UNFI Canada was facing struggles and lacked a proper sales structure. I was hired to organize and structure the sales organization for success, catering to local brands and entrepreneurs.

Now, with seven years under my belt, and and nearly three in my current position as President, I've built my own team and embraced the constantly changing products and industry. I thoroughly enjoy my work and am excited about being part of this industry.

LE:  Historically there have been more men at the helm of food companies, but more women are starting to hold executive positions in the sector.

SK: The grocery industry has been, and remains, predominantly male-dominated. However, I have never considered this a significant challenge. I have established strong relationships with both male and female retailers. Most of the men I have worked with in my Kraft role and my current position have been supportive and nurturing.

Where I initially struggled was in finding my voice within the company, especially as the first female Customer Vice President at Kraft. I was the only woman at the table, apart from my HR counterpart, for a couple of years. Finding my voice in meetings was challenging, but I had a supportive boss who served as a mentor. He valued women, promoted them, and was a true champion for me.

It takes considerable effort to find one's voice, continually work on self-improvement, and avoid taking things too personally. A significant lesson for me has been to confidently express my thoughts and opinions.

LE:  What are some of the leadership qualities that have led to your successes?

SK: A key quality is transparency. Embracing open and honest feedback from my superiors has been crucial. It's important to accept the perceptions others have of you, regardless of whether you agree with them. Women, in particular, can sometimes feel frustrated about how they're viewed, and understandably so. However, understanding and accepting these perceptions allows you to move forward, learn from them, and grow.

I used to argue and push back without truly listening to feedback. This is a pattern I've observed in both men and women. Acceptance and receptiveness to feedback are vital, and if you're consistently learning and developing yourself, you'll ultimately become stronger than if you had simply pushed back.

LE: …That willingness to hear what they're saying…

SK: Absolutely. As women, we sometimes get so caught up in what's being said and the fact that we're a minority, that we don't listen to how we're being perceived. But perception is reality, regardless of whether it's right or wrong, and no matter who's speaking or perceiving it - male or female. So, vent about it later if needed, but in the moment, accept the feedback and learn from it.

LE: ...As opposed to getting emotional or defensive.

SK: Precisely. Before I held more senior roles, I didn't receive open feedback from my male managers. It wasn't until someone candidly addressed my shortcomings that I took notice. This feedback came at an opportune time in my career, pointing out that I wasn't acting very leaderlike, always pushing back, not embracing roles or opportunities, and lacking patience and composure. When I finally heard this, I appreciated the straightforward approach, as difficult as it was to hear. By working on these aspects, I significantly improved and could provide better feedback, advice, and coaching to others. My whole demeanor and attitude changed for the better.

LE: You don't know what to correct if somebody doesn't tell you.

SK: To me, feedback, transparency, and authenticity are the most important aspects, along with accepting feedback and continuously learning. I look for these leadership qualities in individuals. My current leadership team consists of people who share these values. They're strong, independent, and open to feedback, leading to a balanced and diverse team.

LE: It's interesting to talk about diversity. People automatically assume it's gender, or it is ethnicity, but more times than not it’s diverse experiences that are important. So you don't have everybody saying the same thing around the table. Right?

SK: One piece of advice I give new leaders is to 'be in the market where your customer resides.' Attend every customer meeting, supplier meeting, and industry networking event you can. Learning from your customer's markets and understanding their businesses makes you a better leader by broadening your perspective. It demonstrates your willingness to get your hands dirty and not just hide behind your desk. This approach earns you respect from your associates and within the industries you participate in. Although it's time-consuming and involves travel, it truly makes a difference.

LE:  …And then you can speak authentically, and have a better idea of the issues that your staff is facing.  So we talked about the leadership qualities, so what changes have you noticed over time, in this industry?

SK: One significant change is defying social expectations, especially for women. As organizations evolve, it's crucial for women to challenge expectations and stand out. We see more female entrepreneurs and leaders stepping up and making a difference, embracing the new.

Women are no longer struggling as much to be taken seriously. Today, more women have seats at the table, and society has become more accepting of diversity.

Another change is "owning your accomplishments." The world has evolved, and women are now more open to claiming their achievements and speaking up about them, unlike a decade ago when they might have shied away from doing so.

LE: …Taking supporting roles, instead of being leaders.

SK: Another constant is the importance of building a support network around you, regardless of gender. There's a lot to be said about that. Balancing business and family life remains a challenge in my organization, and the COVID pandemic further complicated this balance by blurring the lines between home and work. I believe that men, just as much as women, are seeking that same balance.

To me, work-life balance isn't the right term; it's about making choices based on what's important to you and prioritizing your values. Work is part of my life, and I've made sacrifices to make it work for me. My husband retired early so I could pursue my career, and he took on the responsibilities at home, which wasn't always easy for him. This arrangement might not work for everyone, but finding balance can be challenging, depending on your core values.

LE:  That word “balance” is elusive. It means a lot of things to a lot of people. I liked the way you positioned it as choice.

SK: I learned that from Irene Rosenfeld, who I greatly respected. When she was at Kraft and I was a sales rep, she spoke at one of our women's integrated network events. She mentioned how her husband's consulting job allowed him to work from home while she traveled. This taught me that to be in her position, you can't truly have "balance." She made choices, like hiring a nanny and arranging transportation for her kids, and that advice stuck with me early in my career.

LE: So we have a couple more questions. Do you have any advice for those starting out in the industry?

SK: First, I encourage everyone to set goals. It's crucial to have a clear idea of what you want to achieve. In the grocery industry, knowing your goals helps you make more strategic decisions about your career path. Also, consider your values, as they help define your goals and the ultimate career path you want to take.

LE: Absolutely.

SK: Another key aspect is continuous learning. Read constantly, seek advice, ask questions, and get involved in networks like the Women's Network “Next-up” in Toronto. Embrace training opportunities, and don't dismiss a job just because it doesn't sound exciting. It may not be your ideal role, but consider it another opportunity to grow.

In addition, I always stress the following:  Build your network, embrace diversity and inclusion, and maybe most important, stay customer focused. Post COVID, customer service has gone by the wayside. So how do you stay really focused on your consumers? Understand their needs, ask them lots of questions, and always be listening to them. I think that's all very, very important.

LE: So what does the future hold for the plant-based foods industry?

SK: The plant-based industry is expected to keep growing, with more consumers adopting plant-based diets for various reasons, such as health benefits, environmental advantages, and ethical concerns. Research projects the market will grow about 12% from 2021 to 2028, indicating that the trend is here to stay. The industry's growth is driven by factors like environmental impact awareness, concerns about animal agriculture, rising health issues, and the availability of a broader range of plant-based options. I hope to see Canada catch up with other countries, despite occasional government-related slowdowns. There are reasons for certain regulations in Canada, which contribute to a healthier society, but they can sometimes hinder innovation.

Many food companies, both established and start-ups, are heavily investing in plant-based products and developing innovative alternatives. Governments worldwide are introducing policies to support this growth, with more subsidies available to companies. We aim to help entrepreneurs innovate through our Next program, which mentors and develops small companies, many of which are plant-based. This approach allows us to showcase more plant-based innovation in Canada. Overall, the future looks promising.

LE: My words exactly!

SK: I think we'll see a lot of growth and innovation in the coming years. I really do.

LE: Thank you Stacey, this has been great.