Produce Industry Career Development Guide

Leadership programs cultivate new talent and shape industry survival.

Pressed by aging leadership and a scarcity of workers willing to take on labor-intensive jobs, the produce industry is looking for ways to encourage new talent to perform the work necessary to grow, market and distribute products in today’s complex food system.

“Leadership development is no longer a future priority, it’s a current-day business imperative,” says Raina Nelson, president and chief executive officer of Westfalia Fruit USA. “The produce industry has an incredible story to tell, and it’s our responsibility to develop and inspire the next generation to lead it. If we don’t invest in developing talent now, we risk losing future leaders and institutional knowledge that built this great industry.”

“If we don’t invest in developing talent now, we risk losing future leaders and institutional knowledge that built this great industry.”
— Raina Nelson, Westfalia Fruit USA, Oxnard, CA

The workforce shortages created by fewer young professionals entering the sector, combined with a lack of succession planning, should prompt companies to rethink how they attract, develop and retain talent.

“We are also experiencing a major shift in capabilities and the need for new skills in highly technical positions tied to automation, sustainability, AI, food safety, logistics, and more,” says Leslie Simmons, senior director of business development, fresh goods, for Fair Trade USA, Oakland, CA.

“The days are gone when someone enters the produce industry and stays in the same role for the next 30 years.”

Here are six ways to build the next generation of produce leaders:

1. CULTIVATE TALENT THROUGH INDUSTRY EFFORTS

Because workforce challenges are not isolated to individual companies and affect the entire fresh produce and floral supply chain, industrywide collaboration on talent development is critical.

“Gen Z and Millennial professionals expect clear career progression, strong leadership, meaningful work, and ongoing opportunities to learn and grow,” says Nikki Wootten, program and education manager for the International Fresh Produce Association (IFPA), Washington, D.C. “They also value transparency, mentorship, purpose-driven work, and flexibility. Companies that offer structured development and visible career pathways are far more successful in attracting and retaining younger talent.”

After experiencing challenges recruiting the next generation of leaders to fill seats on Hass Avocado Board’s (HAB) board of directors, the Mission Viejo, CA, organization created the Hass Avocado Industry Board Leadership Development (BOLD) program, partnering with University of California, Davis, faculty. Coursework on marketing, finance, regulatory, and governance gives participants skills to direct and evaluate HAB programs.

“Through the immersive, yearlong curriculum, participants gain the insights, tools, and confidence necessary to actively contribute as the next generation of board members, bringing their expertise, energy, and commitment to serve the broader avocado community,” explains Emiliano Escobedo, HAB’s executive director.

Since its first class in 2018, the Eastern Produce Council’s (EPC) Leadership Program helps place and advance industry professionals through field and classroom experience. Class members have also partnered with the New York Produce Show, attending the show’s Cornell Foundational Excellence Program to interact with industry members and participate in breakout discussions, providing camaraderie, relationships and mentorship.

“Everybody wants to build up their LinkedIn page or their resume, which is understandable, but the goal is to have people go through the program and stay involved with the EPC and support us and then pass their experience on to other people in their companies,” says Susan McAleavey Sarlund, executive director of the New Providence, NJ, organization.

“There’s a snowball effect in people wanting to be a part of it (the industry) and take it back to their companies, to junior or new people in their organizations, and get them to participate since they’ve had such a good experience as part of the program,” says McAleavey Sarlund.

2. BUILD INTERNAL STAFF THROUGH CROSS-TRAINING

Rotational programs, internships, and management training initiatives are a growing area of focus. Emerging leaders are increasingly identified based on performance, leadership potential and engagement rather than only on tenure.

Cross-training and mentoring help Procacci Brothers Sales Corp., a Philadelphia, PA, wholesaler that has also worked with universities and co-op learning, attract and retain employees. New employees are required to learn every aspect of the business, including being cross-trained in warehouse, shipping, receiving and quality control, before they can advance into other positions.

“The cross-training and the shadowing are probably the two most important things we do in that on-the-job learning,” says Rick Feighery, president. “They’re all capable of stepping in and helping in any one of those positions, even though it’s really separate departments overall.”

Along with onboarding and training, Katzman Produce’s professional development division provides ongoing development through helping team members build skills and grow in their roles. The New York City Terminal Market wholesaler focuses on developing future leaders by creating clear career paths, supporting internal mobility across departments and throughout its family of companies, and by promoting from within when possible, says Andrew Roy, chief people officer.

“We are intentional about investing in our people as a core part of our growth strategy.”
— Andrew Roy, Katzman Produce, Bronx, NY

“We are intentional about investing in our people as a core part of our growth strategy,” he says. “Through leadership coaching and mentorship initiatives, we are building a strong pipeline of talent equipped to lead the organization forward.”

3. ASSOCIATIONS CAN SOW SEEDS OF NEW WORKERS

Since 2010, the Millen, GA, Southeast Produce Council (SEPC) works to train upcoming retail and foodservice professionals through its Southeast Training Education Program for Upcoming Professionals, nicknamed STEP-UPP. SEPC also trains emerging leaders through the Next Generation Leadership Academy (NGLA).

STEP-UPP was designed to train 12 high-potential retail and foodservice professionals with emphasis on the development of strategic business orientation, personal leadership and hands-on field experience.

STEP-UPP blends learning with classroom education through a learning portal, virtual sessions and hands-on field experience. The program is considered a premier leadership development/educational program in the produce industry because it combines multiple high-impact elements, says Gary Baker, senior director of fresh for MDI/Merchants Distributors LLC, Hickory, NC.

“Students are able to build strong connections across retailers, suppliers, and industry leaders,” he says. “Through holistic industry understanding, participants gain a full view of the supply chain — from farm to retail/foodservice and experience training.”

Like many companies, Westfalia Fruit participates in industry leadership programs, including those at HAB and SEPC.

“Building a strong pipeline requires deliberate investment, cross-functional exposure, hands-on experience, and leadership opportunities,” says Nelson. “We strive to entrust and challenge our people early. We find this accelerates their growth and the business’s growth as well. We’re proving when you invest early and intentionally in talent, you don’t just build leaders, you secure the future.”

4. SPONSOR INTERNSHIPS AND UTILIZE LOCAL COLLEGES

Exposing individuals to industry opportunities, internships, and working through local colleges help companies recruit early talent.

Initially, to secure more workers, Western Growers promoted ag tech in community college curricula, followed by statewide workforce development meetings. Filling technical middle skill jobs from ag majors majoring in crop, soil and plant sciences, ones willing to work in ag, the effort supplies ag employers with more local employees from community colleges.

To encourage companies to use more students in paid internship opportunities, the Irvine, CA, organization gave employers $3,000 internship reimbursements, says Carrie Peterson, Western Growers’ grant manager for workforce development initiatives and Next Generation program manager.

“They’re looking to Western Growers in this program to help identify highly qualified candidates for internships,” says Peterson, which could lead to full-time employment after graduation.

“By developing these relationships and assisting in convening these meetings and connections, more than ever, we’re able to get the producers and the Western Growers members connected with a very talented pipeline of students,” says Peterson.

Industry efforts to interest young people in produce careers work well, with Produce Business bringing more than 50 students from five universities to the New York Produce Show and Conference to meet with exhibitors and retailers. IFPA’s suite of programs and education aims to connect to high school and university students, and offer early internship opportunities, notes Fair Trade’s Simmons.

“It is difficult to identify significant, clear, and specific data around the success of individual programs,” she says. “The clearest metrics have been cited within the (IFPA) Pack Family Career Pathways program, where approximately half of participating college graduates took jobs or internships in the produce industry, and retention among those young professionals was reported at 73%.”

5. MENTORSHIP PROGRAMS PRODUCE RESULTS

Mentorship pairs emerging leaders with experienced professionals. Through hands-on methods closely tied to real business outcomes, IFPA’s Emerging Leaders Program helps participants build practical leadership skills while learning how business decisions are made across the supply chain. Participants return to their organizations more engaged, more confident and more invested in their long-term career growth within the industry.

“Mentorship is particularly important as the industry undergoes a generational transition, while also becoming more complex and interconnected,” says IFPA’s Wootten. “Mentorship helps transfer decades of institutional and relationship-based knowledge while accelerating leadership development for emerging professionals. It also strengthens industry networks, fostering collaboration, shared learning, and long-term business growth across the supply chain.”

Believing everyone in the industry must work to attract more talent, the Florida Fruit & Vegetable Association (FFVA), Maitland, FL, develops future talent through programs, including partnering with a leading state ag university.

“From an association perspective, one of our fundamental responsibilities is to actively mentor and develop the next generation of leaders,” says Christina Morton, director of communications. “This is not solely the role of associations or companies; it is also essential for every individual within the industry to proactively identify rising talent and play a role in nurturing their growth.”

Successful mentorship programs are structured, yet flexible, and include clear objectives, defined timelines, and regular check-ins while focusing on practical outcomes, such as career clarity, leadership readiness, and stronger industry connections — not only informal conversations, Wootten says.

“Mentorship strengthens retention by helping employees feel supported and invested in — both within their organizations and across the industry,” says Wootten. “Cross-industry mentorship is especially valuable because it gives emerging leaders broader exposure to supply chain challenges and opportunities beyond their individual roles.”

Executive or senior-level sponsorship can be pivotal in worker development and retention.
“Mentorship and sponsorship are both essential, especially with younger employees who want to feel seen, heard, and have a clearer, achievable growth path,” says Fair Trade’s Simmons.

“Generational shifts mean a workforce that wants something different from the older, more tenured generation. They are looking for money, but also for meaning in their work, as well as learning and development,” Simmons adds. “A combination of emotional intelligence and technical skills is going to be incredibly important.”

“Companies are using programs like STEP-UPP to strategically place their high-potential employees, to expose them to the produce industry and their leadership potential,” SEPC’s Baker explains. “STEP UPP has assigned mentors for each student who is part of the class, and this bolsters retention and engagement because employees feel more supported, engaged, and confident by having this mentor in place to help guide them.”

Mentoring brings many benefits. “What truly makes a difference is real exposure and mentorship,” says Renata Vargas Alvarez, assistant purchasing director of fruits and imports for Walmart, Mexico City, Mexico, who spoke at a New York Produce Show panel discussion in December.

“Mentorship builds not just knowledge, but confidence and perspective.”
— Renata Vargas Alvarez, Walmart, Mexico City, Mexico

“Mentorship builds not just knowledge, but confidence and perspective. In the end, it’s about access to leaders, challenges and growth. And in this industry, we’re always learning — every day brings something new that pushes us to grow.”

6. BLENDED EFFORTS AID WORKER RETENTION

Many companies are adopting a blended approach. Structured programs build foundational skills, peer mentoring fosters collaboration and support networks, while executive sponsorship provides exposure to senior leadership and strategic decision-making, says Wootten.

“These investments help companies build stronger internal talent pipelines, reduce turnover among high-potential employees, and prepare the next generation of leaders more efficiently,” she says.

Companies are also encouraging more strategic and innovative thinking earlier in employees’ careers, often identifying high-potential employees earlier and supporting them with structured development plans, Wootten adds.

Mentorship plays a critical role in driving retention, developing future leaders and fostering innovation, explains Katzman’s Roy.

“We are actively working to capture the expertise of our deeply knowledgeable tenured team members who have helped drive our success, and translating it into structured learning opportunities for the newer and younger generations of our workforce,” he says. “This trains and empowers rising talent, and ensures that the core principles of our business are preserved and strengthened over time.”

Since the early 2010s, FFVA’s Emerging Leader Development Program has helped shape future talent, graduating nearly 170 participants, with 10 serving on FFVA’s board of directors. The organization’s Women in Ag Leadership series promotes women pursuing ag careers. Representing Florida’s specialty crop industry, FFVA invests in the University of Florida’s Institute of Food and Agricultural Sciences’ Wedgworth Leadership Institute leadership development program.

“Not only are companies focusing on developing emerging leaders, but associations are increasingly taking on this responsibility to cultivate talent with an eye toward long-term industry impacts,” explains Morton.

“Member companies often tell us that graduates experience tangible benefits, including enhanced leadership capacity and increased confidence, which positively influence their contributions within their organizations.”