CFVG ALLY SUPPORTERS
Built for the Box: Rethinking Foodservice Around Real-World Constraints
Rasoully built The Halal Shack Family of Brands by approaching foodservice development in an unconventional order. Rather than beginning with a menu and finding a space that could accommodate it, Rasoully learned to start with the realities of the operating environment — its footprint, equipment, labor, traffic patterns, and dayparts — and develop the concept from there. That approach has helped the company grow from one University at Albany location in 2017 to more than 75 units across four brands, largely within colleges, airports, military bases, and other contract foodservice environments. The company also capitalized on the opportunity to bridge the gap between what students increasingly expect from a foodservice concept (global flavors, distinctive brands, value, flexibility, and dietary inclusion) and campus environments constrained by space, labor, and relatively few culturally relevant concepts.
The model grew partly out of necessity. Rasoully did not attend culinary school and instead taught himself to cook by reverse engineering recipes into repeatable steps. He eventually applied the same thinking to operations. “I didn’t design it menu first, I designed it infrastructure first,” he explained. For The Halal Shack, that meant assessing what a fixed food court space would allow, determining who would realistically staff it, designing a workable line and flow, and only then finalizing the food. The result is a standardized brand that can be configured differently from building to building without changing its core recipes, procedures, or supply chain.
“So what I like to do is not necessarily copy or reinvent what’s working, but study what’s breaking and continuously process and improve what’s breaking.”
That philosophy also shapes how the company maintains consistency after opening. Rasoully emphasized that the greatest operational risk often comes after the launch team leaves and turnover begins to erode execution. He illustrated how that risk evolves over a 12-month cycle. At month zero, a concept is signed, announced, and aligned. By month one, it opens strongly with the people who built it still on site. Around month four, however, the person who best understands the concept may move on, and by month eight, execution can begin to drift. By month 12, the concept risks becoming neglected unless systems are in place to sustain it. “Concepts never fail at launch. They fail when the people who understood it stop being in the building,” he said. His company counters that risk through frequent audits, recertification, field support, clearly documented SOPs, and close monitoring of operating data, allowing teams to identify problems and course-correct before performance deteriorates.
For convenience retailers, the broader lesson is to resist forcing a full foodservice program into every existing box. Rasoully closed with five practical “things to do Monday”: identify what is actually broken; rebuild the program in the order of constraint, labor, and format before starting on the menu; document what strong operators do; pay attention to information already coming from stores; and fix system gaps before simply adding people. The objective is not to copy the same build everywhere, but to create a repeatable method that can adapt to each location while protecting execution and brand consistency.
“We did the SOP in a way that would work across the constraints of the operators. So, the how changes, but not the what. The what’s the same everywhere we go”
From Standards to Scale: Inside the Operating Model
The Q&A following Rasoully’s presentation focused heavily on how The Halal Shack Family of Brands maintains consistency, trains employees, uses technology, and adapts menus and labor models across very different operating environments. Roy Strasburger, CEO of StrasGlobal, president of Compliance Safe, and Vision Group Network co-founder, opened by asking how Rasoully captures and transfers the detailed operating knowledge required to keep standards intact when he is not physically in the building. Rasoully said the company relies on extensive documentation, frequent audits, clearly defined escalation procedures, and technology-supported oversight. Licensed locations are treated much like corporate stores, with field support, regional leadership, and ongoing monitoring rather than a “set-it-and-forget-it” approach. He also described the brand as an extension of the operator’s management team, using tools such as Slack, purchasing data, and weekly audits to identify problems and course-correct quickly. That oversight increasingly relies on cadence rather than snapshots. Rasoully said the company looks for trends across a small number of KPIs to anticipate where problems may develop, allowing teams to intervene before execution deteriorates.
Stephanie Galentine, COO at Lassus Bros. Oil, asked specifically about training and SOPs. Rasoully said the company has moved away from relying too heavily on tablet-based instruction because employees, particularly college students, often engage better with hands-on learning. The current model emphasizes a “train, imitate, and validate” approach, with longer training periods, more in-person coaching, and regular recertification. In his view, the method used to deliver training is just as important as the material itself.
Menu strategy was another major topic. Michelle Weckstein, director of food and beverage brands at Southeast Georgia Oil dba SunStop, asked how the company determines menu size and when to introduce new items. Rasoully explained that each brand has a defined core menu, while rotating items help address customer fatigue, particularly on college campuses where guests may eat at the same concept several times a week. New ideas are informed by social listening, direct customer feedback, sampling, and sales performance. Wes Stone, CEO of Ultimate Sales, followed up on social listening, prompting Rasoully to explain that the process goes beyond monitoring comments. His team probes for the reasons behind positive or negative feedback, systematizes what it learns, and tests changes based on those insights.
“I think scraping [social media] is more [about] awareness, where I think social listening is driving action from the awareness.”
Ben Lucky, senior director, foodservice at Onvo, and Poye dug further into the company’s auditing process, asking how often audits occur, what they measure, and how Rasoully uses them operationally. Rasoully said audits vary by brand and may include questions, photos, and food tasting, but their primary purpose is to identify root causes of problems and trigger corrective action rather than simply document compliance. Galentine shifted the conversation to loyalty, asking whether the brands operate a traditional rewards program. Because Rasoully’s concepts do not control the financial systems in many contract foodservice locations, he said the company instead uses a gift-based loyalty model, rewarding customers for actions such as tagging or reposting the brand on social media. Poye then asked how the company recognizes employees, leading Rasoully to describe performance-based recognition, merchandise, and larger rewards, including a recent $5,000 vacation awarded to a hospitality operator of the year.
Brad Handler, foodservice category manager at Family Express, focused on labor deployment, asking what factors determine staffing levels and when additional labor is needed. Rasoully explained that the company models labor against sales per hour and prep requirements, while separating front- and back-of-house deployment because physical layouts vary so widely from location to location. Those calculations are highly detailed, down to the time required to complete specific prep tasks. Don McKenzie, CEO of The Imagine Group, later asked about the company’s growth path and whether standalone locations might eventually complement its contract foodservice footprint. Rasoully said expansion into airports, hospitals, and other contract environments remains a priority, although street-side locations are possible. More important than maximizing unit count, he said, is choosing partners that can support the brand operationally and help sustain quality as the company grows.
Adapting Foodservice to the Existing Box
The discussion brought Rasoully’s constraint-based philosophy directly into the convenience-store environment. Poye asked retailers to consider the challenges of expanding foodservice in locations that were not originally designed to support it. Ryan Krebs, senior director of food and beverage at Sprint Mart, said the biggest obstacle is often the physical plant because stores may lack ventilation, cold storage, hood capacity, or simply enough space for a full program. Rather than force every component into every location, his team determines which pieces of the program, such as grab-and-go or pizza, can work successfully while still giving customers a recognizable version of the broader offer. “Just about anything can be done in some capacity, but you definitely have to identify and be transparent with what those constraints are.” Rasoully agreed, explaining that his team similarly evaluates what a site can realistically produce and adapts equipment, smallwares, and operating models accordingly.
Kris Klinger, vice president, auxiliary services, at Boston University, offered firsthand evidence of that flexibility from The Halal Shack locations at Syracuse University and Boston University. He noted that the Syracuse location had originally been designed for another concept, requiring Rasoully to adapt the brand to an existing food court space, while the Boston University location presented its own set of adjustments. The two locations also operate under different models, one contract-operated and one self-operated, demonstrating the company’s ability to adapt both its physical set-up and operating approach to the environment. Shultz Hartgrove, el presidente, Tres Picosos, describing himself as a “QSR refugee in recovery here,” drew on his previous experience with brands such as Quiznos, Einstein Bros. Bagels, and Smashburger, where site development could be far more rigid and prototype driven. He noted that traditional QSR models may rule out a location if it lacks a required amount of space or cannot accommodate specific elements of the concept. Against that backdrop, he praised Rasoully’s more organic approach to site development, which starts with what is actually relevant to the site and adapts the concept accordingly rather than allowing a fixed prototype to determine whether the location can work.
“The way that I’ve adapted is to say, ‘What of our current full food program can we get into this specific store?’ … It still reflects our core program, but it may not be everything that we offer, but it at least gives them a taste in that one store of what we do.”
Remodels, Equipment, and Return on Investment
Existing constraints can sometimes be changed, leading Poye to turn the discussion toward remodeling. Rasoully said contract foodservice remodels require careful attention to how quickly the investment can be recovered, noting increasing pressure to justify capital spending for third-party partners. Will Welch, director of foodservice at Kwik Trip, offered a convenience-retail example involving Kwik Trip’s removal of roller grills. Rather than eliminating the products, the retailer relocated them, reduced maintenance-intensive equipment, and, in some cases, increased category sales. “This was kind of one of those opposite ones where it’s worth actually saving money and increasing sales. So, it was a win-win.” Welch also described using limited menus in acquired stores until larger renovations can create the space and infrastructure needed for the full program.
“We were realistic about the constraints of the building and modified our menu to adapt to that, but then [we were] willing to invest into that site in the future.”
Moving Beyond a Captive Audience
Brandon Frampton, director of fresh food at Loop & Poppy (Loop Neighborhood Market), raised the question of whether Rasoully’s model could translate from universities, airports, and other captive environments to street-side locations. “What do you think this looks like when you go outside of a captive audience,” he asked. Rasoully pointed to existing demand for Middle Eastern and Mediterranean food and noted that removing some of the constraints under which his brands were built could make operations easier. His larger concern was organizational capacity. Growth must be matched by the right team and partnerships so that expansion does not compromise execution.
Labor, Seasonality, and Continuity
Menu Innovation and Testing
Final Reflection
Strong foodservice programs are built as much around operational reality as culinary ambition. The central takeaway was the importance of designing for the constraints that already exist, rather than forcing a uniform model into every location. Sustained execution also depends on disciplined systems, including training, documentation, auditing, and feedback loops that remain effective after launch. For convenience retailers, the opportunity is to balance consistency with flexibility by preserving the core brand experience, adapting intelligently to each site, and using data, frontline insight, and thoughtful investment to support long-term performance.
Video Presentation
CFVG Meeting Presentation (PDF)
KEY TAKEAWAYS
- Successful foodservice programs should be designed around real-world constraints such as space, labor, equipment, traffic, and dayparts rather than forcing the same concept into every location.
- Building the operating model before finalizing the menu can create a more scalable and sustainable foodservice program across varied store formats.
- Foodservice concepts are most vulnerable after launch, when the original team moves on and execution can begin to drift without strong systems in place.
- Ongoing training, recertification, documentation, audits, and field support are critical to maintaining consistency in high-turnover operating environments.
- Menu variety should be balanced against simplicity, consistency, and the realities of the labor model, particularly in locations where execution is already constrained.
- Existing stores do not always need the full foodservice program; a smaller offer can still reinforce the brand while fitting the capabilities of the individual location.
- Remodels and equipment changes should be evaluated not only by cost, but by whether they improve efficiency, reduce maintenance, support sales, and create a realistic return on investment.
- Growth should follow strong systems, capable teams, and the right partnerships rather than unit count alone, with operators fixing structural gaps before relying on additional hiring.
Contact info@vgnsharing.com if you’d like the meeting transcript.
Notable and Quotable
“People work for people, not for companies.”
“We spend a lot of time focused on how we can add value and be a good steward for both our clients and our employees.”
“If you consistently execute something amazing, you’re going to do better than having a bigger menu with variety.”
“Look at what you can build and then get a menu versus having a menu then having to force-fit it… Because in many cases, people come up with a menu and then try to launch it in every one of their locations, because that’s what their customers want. And it doesn’t work because the site doesn’t really allow it to do it.”
“I like the whole 360 and the team comes first and getting the processes all buttoned up and everything else will fall in line.”
“There was a misconception that we’re getting rid of the products, and we’re not. We’re just shifting [from the roller grill] where they’re located. We’ve actually, in some cases, doubled our sales in that category, in our roller grill category, the snacks in a roller grill, hot dogs and whatnot.”
CFVG Members
Jon Cox, Vice President Fresh and Own Brands
McLane Company, Inc.
Jon Cox is vice president of retail foodservice for McLane Company, Inc., one of the largest distributors in America serving convenience stores, mass merchants, and chain restaurants. Jon leads McLane’s foodservice strategy for its retail customers, driving innovation and helping customers implement programs tailored to their specific goals.
Jon oversees the McLane Fresh team, which manages the McLane Fresh suite of foodservice programs including Cupza!, McLane’s award-winning beverage program, Central Eats, fresh grab-and-go products for all dayparts, and the groundbreaking freezer to oven program, Prendisimo. Jon also led development and launch of McLane’s Innovation Kitchen, a full-scale c-store showcase for customers to explore the latest in foodservice menu and equipment innovation.
Jon joined McLane in 2023 and has more than 25 years of extensive leadership experience across retail, grocery, and convenience store organizations including Giant Food, HEB, Target, and Sears Holding Corporation. Prior to McLane he served as chief merchandising officer for Giant Eagle’s subsidiary Getgo Café + Market and WetGo.
Heather Davis, Senior Director of Food Service
Parker’s Kitchen
Heather Davis serves as the Senior Director of Food Service at Parker’s Kitchen, where she drives operational excellence and enhances customer loyalty through innovative leadership and a commitment to quality. In this strategic role, Heather oversees food service operations across over 100 locations, ensuring alignment with corporate goals while delivering outstanding quality and customer satisfaction.
Heather is committed to culinary excellence, working alongside her team to refine menu offerings and analyze performance for profitability. She plays a key role in adopting advanced technologies to drive operational efficiencies and enhance customer the experience.
She has successfully led the launch of new menu items such as Parker’s Fried Chicken Tender Sandwich and has expanded grab-and-go offerings to include fresh salads, sandwiches, and desserts.
Parker’s is known for its technologically driven efficiencies, and Heather has worked with the Parker’s Technology team to implement the innovative SmartKitchen, which allows Parker’s Kitchen to predict food demand, keeping food fresh and stocked for customers while reducing waste. Additionally, she served on the team that rolled out customer-facing ordering kiosks to Parker’s Kitchen locations.
Recognized for her leadership skills, Heather mentors a high-performing team, fostering a collaborative and results-oriented environment. Her commitment to compliance and food safety ensures that all operations meet or exceed industry standards.
Prior to joining Parker’s Kitchen, Heather held operational leadership positions within the food service industry, where she developed a deep understanding of consumer behavior and market trends.
Heather is passionate about delivering exceptional food experiences and positioning Parker’s Kitchen as a leader in the industry. She was recognized as a TWIC Rising Star by Convenience Store News in 2021.
Todd Fangman, Sr. Foodservice Mgr
Wills Group (Dash In)
I am the Senior Foodservice Manager at Dash In, where I oversee supply chain strategy and lead menu innovation. Prior to joining Dash In, I served as Director of Culinary for a restaurant group, overseeing P&L performance, menu development, and chef leadership across multiple brands and states. I specialize in building and retaining strong teams, disciplined cost management, and developing craveable menus that are operationally scalable.
Brandon Frampton, Director of Fresh Food
Loop & Poppy
Stephanie Galentine, COO
Lassus Bros. Oil, Inc.
Stephanie Galentine, Chief Operating Officer at Lassus Brothers Oil, Inc., has been a part of the company since 1995. Her career in the convenience and fuel retailing industry has been marked by her diverse roles and her unwavering focus on people. Whether it's through training, professional development, or fostering a culture of servant leadership, Stephanie firmly believes that the well-being of individuals is the cornerstone of all successes.
Stephanie's commitment to servant leadership extends beyond her professional relationships. She actively participates in her parish and dedicates time to volunteer work and fundraising for the local community. Married with three sons, she treasures the moments she spends with her family, cherishing quality time as often as possible.
Brad Handler, Food Service Category Manager
Family Express
Shultz Hartgrove, President
Tres Picosos, Inc.
Shultz Augustus Hartgrove III, President
Shultz A. Hartgrove III is the President of Tres Picosos, leading the Company's mission to revolutionize Mexican food options in the retail sector. Established in Denver, the Company offers a diverse range of Mexican cuisine, from packaged burritos to fully cooked proteins, sides, and salsas.
Under Shultz's leadership, Tres Picosos has grown significantly, serving over more than 5000 convenience, grocery, and foodservice retailers across 49 states. His strategic vision and operational expertise have propelled the Company to the forefront of the industry, catering to the evolving tastes of consumers nationwide.
With extensive experience in retail and non-traditional channels, Shultz has achieved record sales and operational efficiency in previous roles. He served as Senior Vice President of Channel Development at Einstein Noah Restaurant, where he revolutionized the non-traditional platform, achieving significant sales milestones.
Shultz's career also includes senior leadership roles at Quiznos Sub and Nature's Bounty, where he drove sales growth in convenience and non-traditional channel segments. In 1994, Shultz founded Brand Management, specializing in consumer packaged product introduction. He relaunched the company in 2014, incorporating franchise development strategies to innovate the restaurant industry.
Koko Jones, Director
Jacksons Food Stores
- BS in Food Science and Toxicology
- 20 years in food manufacturing
- Five years in retail
- Six Sigma Black Belt
- Lean Expert
Barbara Kessler, Marketing Director
CrossAmerica Partners
Barbara Kessler brings decades of expertise in the food, beverage, and convenience retail sectors, with a proven track record of driving innovation and growth in foodservice. As Senior Director of Food and Beverage for The Wills Group, Barbara oversees the strategic development of Dash In's foodservice offerings across the Mid-Atlantic region. Her leadership has been instrumental in elevating the brand's culinary program, crafting modern menus, and redesigning retail concepts to meet evolving customer expectations.
Barbara's passion for innovation aligns with the mission of CFVG to reimagine the role of foodservice in the convenience channel. She is deeply committed to knowledge sharing and collaboration, believing that cross-functional partnerships and bold ideas are essential to shaping the future of convenience foodservice. A recognized industry leader, Barbara was honored as a 2022 Top Women in Convenience, Senior Leader Level.
Through her work, Barbara continues to champion excellence in foodservice, creating memorable guest experiences while delivering measurable results for her organization and the industry at large.
Ryan Krebs, Sr Director of Food & Beverage
Sprint Mart
Ryan Krebs began cooking in local restaurants at age 15. He received a degree in Culinary Arts from Johnson & Wales University, as well as a Dietary Manager's Certification from the University of North Dakota. In addition to restaurants, his experience as an Executive Chef has included country clubs, hotels, private catering and healthcare. Since 2015, Ryan has held c-store Foodservice Leadership roles at Rutter’s, Enmarket & currently at Sprint Mart. Sprint Mart is based in Tupelo, MS and operates 94 locations in MS, AL and LA. Ryan has been nationally recognized during his c-store career as the Foodservice Leader of the Year and Top Chef in Convenience. In addition, Sprint Mart has been recognized as the 2026 Foodservice Innovator to Watch.
Don McKenzie, CEO
The Imagine Group
Don McKenzie is a seasoned chief executive and board member with a track record of building, transforming, and scaling marketing and communications businesses through organic growth, operational improvement, and strategic acquisitions. His leadership experience spans privately held, private-equity-backed, and public companies, with a consistent focus on value creation, technology-enabled transformation, and talent development.
Don currently serves as Chief Executive Officer and Board Member of The Imagine Group, a national provider of visual communications, print production, and experiential marketing solutions serving the retail, convenience store, grocery, QSR and entertainment industries. Under his leadership, the company has focused on operational excellence, technology-driven capabilities, and strategic growth initiatives designed to strengthen market leadership and long-term enterprise value.
In addition to his executive role, Don serves on the Board of Directors of OSG Connect, a leader in Customer Communications Management, where he contributes expertise in corporate strategy, industry transformation, and growth initiatives.
Throughout his career, Don has held senior leadership roles at several prominent organizations, including President & Chief Growth Officer of Innovairre, and previously President and CEO of SourceLink, Direct Group, Petsky Prunier, CC3, and SuperCoups. In these roles he led large-scale business transformations, executed acquisition and integration strategies, and drove sustained operational and revenue growth.
Don has also advised leading organizations and investors on strategy and competitiveness. His advisory experience includes service on the Competitiveness Council at Cerberus Capital Management, as well as advisory roles with HomeValet and Azimuth GRC.
An active contributor to the marketing and communications industry, Don previously served two terms as Vice Chairman of the Direct Marketing Association, the world’s largest trade association supporting nonprofit and commercial direct marketers. He is also a frequent speaker at domestic and international conferences on topics including M&A strategy, data-driven marketing, leadership during transformation, and integrated communications.
Gitika Mehan
RaceTrac, Director Food Safety & Quality
A passionate food industry executive, with diverse background of food categories, who is a technical thinker while being customer-centric. I am very comfortable engaging with all levels of management, while leading and coaching team members as needed.
- Approximately 30 years food industry experience within the USA and Canada, with broad influence from executive management to line workers.
- Skilled Quality / Food Safety professional with experience developing, managing and executing quality management systems including GMPs, HACCP and Food Safety Plans required by the Food Safety Modernization Act, regulatory relations/programs and internal/external certification programs.
- Understanding of FDA (US Food and Drug Administration), CFIA (Canadian Food Inspection Agency) regulations, SFCR (Safe Food for Canada Regulations) and the USDA (United Stated Department of Agriculture).
- Seasoned communicator comfortable presenting at all levels within the organization.
- Experienced leader of teams able to organize and lead people with diverse backgrounds to achieve a common objective.
- Food Safety Modernization Act Preventive Controls Qualified Individual (PCQI) Certified.
- Multiple Food Category experiences: coffee, pasteurization (pickles and salsa), frozen foods (eggos, pancake, entrees, meat and meat alternatives) bakery products, cookies, crackers, cereal, nutritional bars, processed cheese, sauces, thermal processed beverages, poultry, fruits and vegetables.
- Knowledge of Food Safety and Quality expectations within food manufacturing facilities, restaurants, retail
stores and DC operations.
Jac Moskalik, VP of Food, Innovation and Strategy
Global Partners, LP
Passionate and strategic foodservice executive with 25+ years of experience in marketing, food service, category management, operations, supply chain and sales for both retail and distribution. Proven track record on financial deliverables in leadership with demonstrated expertise in P&L management. Possesses strong interpersonal, analytical, negotiation and communication skills.
Wes Stone, CEO
Ultimate Sales
My commitment to the convenience store industry runs deeper than business—it’s my passion, my family legacy, and my life’s work.
In 1994, I founded Ultimate Sales with a simple but radical idea: focus exclusively on food for the c-store channel. While competitors chased scale, we chose specialization. That focus reshaped the category and helped ignite the modern food-to-go movement across North America. Today, Ultimate connects award-winning brands with more than 140,000 convenience stores, driving growth for the nation’s top manufacturers through strategy, execution, and relentless follow-through.
After 25 years leading c-store foodservice, we’re evolving again—expanding our reach across all key categories, from snacks and candy to packaged beverages. This next chapter builds on decades of trust and partnership with retailers, distributors, and suppliers who know we deliver from concept to consumption.
C-stores aren’t a division of our business—they are our business.
At Ultimate, integrity, service, and excellence aren’t slogans—they’re standards. Our team contributes over 800 volunteer hours each year, living our belief that success means more when it gives something back.
Derek Thurston, Director of Foodservice
Cliffs Local Market
Serving as Director of Food Service Operations, Derek, a seasoned QSR professional, has played a key role in enhancing food operations and driving significant growth for a well-established CNY convenience store chain.
Starting early in age within the restaurant industry, Thurston joined the Subway brand in high school. He worked at multiple Subway Sandwich Shops while earning an Associate degree in Restaurant Management from Morrisville State College and later a Bachelor's Degree in Broadcasting Mass Communication at Oswego State University.
Upon graduation, Thurston joined Subway Development of CNY as a Field Consultant, providing operational and profitability support to over 200 Subway locations in the region. During this time, he also worked with Auntie Anne’s and Taco Del Mar franchises, assisting with store openings and ongoing operational support.
In 2015, Thurston joined a franchise of the growing local company Nice and Easy Grocery Shoppes, which later rebranded as Cliffs Local Market. His deep expertise in the quick service restaurant industry has been instrumental in the growth of Cliffs’ food service operations. Under his leadership, Cliffs launched Recipe Based Inventory, refined its menu offerings, and launched several successful local LTOs. The company is known for its commitment to in-house food preparation and advanced industry practices.
Passionate about his community, Thurston enjoys volunteering his time to coach youth sports. In his free time, he enjoys outdoor adventures with his wife and two children: Darren and Alaina.
Michelle Weckstein, Director of Food and Beverage Brands
Southwest Georgia Oil dba SunStop
Michelle Weckstein is the Director of Food and Beverage Brands at SunStop.
In Weckstein’ s role as Food and Beverage Brand Director, she mentors and fosters the development of a highly talented team of foodies with a passion for quality, and culture of excellence.
Michelle’s vast industry experience stems from a variety of roles in Human Resources and restaurant operations where she has created training and development programs, management leadership programs and operational systems for other companies that include Pizza Hut, Applebee’s, Winking Lizard Tavern, Inc., and Parker’s Kitchens.
Michelle offers diverse industry insight and is considered a subject matter expert by her peers in foodservice systems, executional efficiency and profitability, building operational consistency, understanding costs and margins, development of people, and product development.
Under Weckstein’s leadership, the “Eat’s Southern Cookin’” and “Eat’s Fresh on the Go” brands were created and implemented in 38 of the company’s locations. Weckstein is committed to continuing the growth of those brands while making the company’s non-traditional deli locations a destination for fresh, quality, grab-and-go food. She is driven to enhance the guest experience and raise the standard for exceptional food service within the convenience store industry.
Weckstein is a graduate of the University Akron and is a certified ServSafe Instructor and registered examination proctor through the National Restaurant Association.
Michelle and her husband Bob reside in Thomasville, GA and have two sons, Anthony and Alex.
SunStop is owned and operated by Southwest Georgia Oil Co Inc. based in Bainbridge, Georgia. The company employees more than 1000 people and operates 80 SunStop convenience stores in Alabama, Florida, and Georgia. It is ranked the 86th largest convenience store operator in the country.
Will Welch, Director of Foodservice
Kwik Trip
I serve as the Director of Foodservice, supporting and developing Food Service District Leaders while driving consistent execution across food programs. My focus is on selling more food safely, strengthening leadership, and partnering across teams to deliver quality, efficiency, and continuous improvement.
CFVG Facilitator
Richard Poye, COO
Food Trends Think Tank
I am an accomplished Executive Leader with an extensive portfolio of success driving sales and profitability growth across the convenience retail, grocery, and CPG industries.
Among my most notable qualifications:
- Reputation as food & beverage innovation leader, well-versed in restructuring menus & merchandising strategies, launching new services, enhancing customer experience, and optimizing program execution, processes, and operations.
- Talent for building, leading, mentoring, motivating, and empowering high-performing teams while improving retention rates.
- Big-picture strategist and creative problem-solver, with solid tactical execution skills.
- Polished negotiation, relationship-building, and public speaking skills.
I am known as a skilled P&L leader who excels in building high-performance teams, fostering innovative cultures, and enhancing guest experiences. I'm also active in the industry, serving as a board member of Outlook Leadership and as a member of the Operator Advisory Council and the National Association of Convenience Stores Political Action Committee.
Become an Ally Member
Ally Members develop and nurture long term relationships with Vision Group members, playing an integral part in the discussion topics and member recruitment.
VGN Ally Members voices are heard in Vision Reports and websites, podcasts, social media, and industry media and events.
Be part of the conversation. Share Today to Shape Tomorrow. Become an Ally Member today!
