Marc Goldman: Cultivating Talent in the Produce Industry

When I first started working in the produce industry, it wasn’t by design. Like many in my generation, I took a part-time job as a kid, never intending to make a career out of it. I was in college, studying business administration, and working as a produce clerk for a little extra money. Back then, I was making about $10,000 or $11,000 a year part time, which wasn’t bad, especially with double time on Sundays. I remember hearing that produce managers were making $35,000, and that was the moment I realized there was a real future here. Less than six months later, I was a manager. That was 46 years ago, and I’ve never looked back.

Today, the challenge of attracting and retaining talent in the fresh produce industry is more pressing than ever. The work isn’t glamorous, and it’s certainly not easy. You’re unloading trucks, stacking boxes, throwing out garbage — real, physical work. It’s not the kind of job that most young people dream about. In fact, I see fewer and fewer young people interested in getting into this business. There are so many other ways to make money now — social media, side hustles, you name it — and a lot of them don’t involve getting your hands dirty.

But here’s the thing: For those who do come in, there’s real opportunity. In our company, we have 17 stores, and half of our produce managers started as clerks. I make it a point to look for young employees who show a good attitude and a willingness to work. If someone puts in the effort, I do everything I can to let them know they have a future here. I want them to see that they could be a manager one day, making a good living and providing for their families. For me, that’s the best part of my job — taking someone from a minimum wage position and helping them build a career.

Promoting from within isn’t just good for the employee; it’s good for the company. When you give someone a shot and they succeed, you’ve got a manager who’s loyal and understands the business from the ground up. Even if they don’t make it, others see that you’re willing to invest in your people, and that motivates them to work harder. Every person I’ve promoted to manager is still with us, or they’ve moved on to even better opportunities elsewhere. That’s a win in my book.

One of the biggest changes I’ve seen over the years is the loss of personal relationships in the business. It used to be that deals were made face-to-face, sometimes with a little yelling and a lot of passion. You’d argue, maybe even throw something, but five minutes later, you were friends again. Now, everything’s done by email or text. It’s efficient, but it’s not the same. The produce business has always been about relationships, and I worry that’s getting lost.

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So how do we make this industry more attractive to the next generation? I think it starts with us — managers, supervisors, leaders. We have to engage with our teams, not just rely on corporate initiatives. When I have an idea for a change, I don’t just dictate it. I bring in the produce manager, some of the clerks, and ask for their input. Sometimes they come up with ideas I’d never have thought of. Ultimately, I make the decision, but involving people gives them ownership and pride in their work.

If I see someone with potential, I give them more responsibility. Maybe I’ll have them help with orders, or let them run the department when the manager’s on vacation. And when someone’s doing a great job, I try to get them a raise — sometimes before they even ask. Nobody likes to ask for more money, and when you recognize their work without them having to toot their own horn, it means a lot.

We’re a small, family-owned company, so we don’t have formal internships or professional development programs. But that doesn’t mean we can’t develop talent. It just means the responsibility falls on people like me. We have to spot the young employees who show interest and help them grow.

If I were talking to a high school or college class, I’d tell them this: The produce industry isn’t glamorous, but it’s honest work. You’ll always have a job, you’ll always be able to feed your family, and if you work hard, you can build a good life. I’m not a genius — I just had a work ethic and a little bit of confidence. That’s what got me here.

The future of our industry depends on our willingness to invest in people and to share our stories.

The future of our industry depends on our willingness to invest in people, to share our stories, and to make this business something to be proud of. It’s not brain surgery. It’s about giving people a chance, supporting them, and building relationships that last. That’s how we’ll keep the produce industry strong for generations to come.

Marc Goldman is the produce director at New York City-based Morton Williams Supermarkets.