CFVG ALLY SUPPORTERS
Making Food Innovation Practical, Customer-Led, and Executable
Hampe’s presentation framed convenience foodservice innovation as a practical, customer-led process rather than a search for big, breakthrough ideas. With c-stores increasingly competing with QSRs and gaining consumer appreciation for improved variety, quality and freshness, there is an opportunity to build food programs that fit real customer occasions and real store conditions. Hampe stressed that visible quality cues matter, from packaging and prep areas to cleanliness and staff presentation, because customers are evaluating the entire foodservice experience before they ever take a bite. As Hampe put it, “This is not the roller dog and cup of old coffee that it used to be.” The strongest innovations begin with a clear problem to solve, a defined customer need, and a willingness to test, learn and refine.
A central theme was that innovation should start with behavior, not brainstorming. Retailers were encouraged to look beyond broad demographics and think in terms of need states, such as immediate hunger, beverage, snack or indulgence, energy, and routine. Those needs can then be paired with customer segments, including daily commuters, meal seekers, beverage and energy runners, impulse snackers, and late-night or fill-in shoppers. This approach can reveal high-value white space, such as late-night meals, functional food-and-beverage pairings, snacker-beverage bundles, and meal-beverage attachments.
“Innovation doesn’t have to be some big, huge revolutionary idea. It’s really trying to solve for these unmet needs of the people who are walking in your door every day.”
“I look at fuel like cigarettes 20 years ago when they began declining in volume dramatically and we had to look at cigarettes differently for the inside of the store.”
Hampe also emphasized the importance of practical guardrails. Price point, equipment, labor, prep time, holding time, and shelf life should shape the innovation process from the beginning, helping operators develop ideas that can actually work in stores. Hampe also urged retailers to listen closely to frontline employees, who often know what customers request, what sells out, what is difficult to execute, and how shoppers are modifying or combining items. Broader inspiration can come from QSRs, emerging food trends, regional flavor cues, social media, and local partnerships. She specifically pointed to opportunities around small affordable indulgences, recognizable ingredients, layered textures, global flavor mashups, and social-driven discovery, all of which can be translated into formats that fit convenience-store speed and execution.
When Hampe asked participants to share regional innovation examples, Derek Thurston, director of foodservice at Cliffs Local Market, described how the Central New York retailer is leaning into local flavor cues. He pointed to collaborations with local operators, including using a popular Greek restaurant’s dressings and seasonings to enhance current menu items, as well as work on a Utica Greens sub inspired by a dish with strong regional recognition in the market. Will Welch, director of foodservice at Kwik Trip, shared another example of regional relevance, noting that the company planned to test a SPAM burger because SPAM is based in Austin, Minnesota, within Kwik Trip’s broader region. The test would use pre-sliced SPAM logs in two hot-spot sandwich items, leveraging the brand’s strong name recognition in those markets.
Hampe also asked about supplier and distributor collaboration, which prompted Farley Kaiser, senior director of food and beverage for McLane Company and guest of Jon Cox, McLane Company’s vice president fresh and own brands, to answer from the distributor perspective. Kaiser explained that innovation often begins with understanding the operational pain points retailers are trying to solve. Her team serves as a connector between operators and manufacturers, continually refining programs when something is not working and identifying what has not yet been considered. The goal, she said, is to help customers solve real c-store problems and gain market share as part of their broader strategic growth.
Shultz Hartgrove and Wes Stone added supplier-community perspectives on how outside partners help retailers develop and execute foodservice innovation. Hartgrove, el presidente at Tres Picosos, highlighted Mexican food mashups, including birria grilled cheese with consommé, while Stone, CEO at Ultimate Sales, noted that the convenience pipeline is seeing unusually high food and beverage innovation. Hampe reinforced that outside partners can help close capability gaps and that small pilots are often the best path forward: “If it doesn’t work, then we try something else.”
“For many [retailers], the outside partners can really help to close some of these capability gaps, so you don’t have to figure it all out on your own. It can really be a team approach.”
Hampe closed by bringing the discussion back to what she called the “innovation trifecta”: operator intel, market and trend insight, and supplier and distributor capability. When those perspectives come together, operators are better positioned to create ideas that are relevant, feasible, and differentiated. Her final message was that food innovation does not require a large budget, a test kitchen, or a major rollout. It often begins with a small experiment, a useful store-level insight, and a willingness to improve over time.
Small-Scale Testing and Supplier Support
The discussion opened with a practical concern about how operators can test innovative ideas without being forced into large product commitments. Michelle Weckstein, director of food and beverage brands at SunStop asked: “How do we test on a small scale?” For a 91-store chain, she said, the issue is often getting innovative products or ingredients from a food broadliner (foodservice distribution company with a wide range of food products from manufacturers) or retail distributor without having to buy cases or pallets before the concept is proven.
Several participants suggested ways to work around that barrier. Poye recommended treating suppliers as ingredient sources rather than relying solely on ready-made items and combining existing products into menu items that better fit the market. Stone encouraged retailers to “lean on your protein supplier,” noting that those partners may be motivated to grow the business and often have more resources to support assembly or development. Thurston added that he has had success asking distributors not to floor-stock an item, but to bring in a limited number of cases and force-ship them to stores. When that is not possible, he has used Webstaurant or supplier samples to experiment.
Hartgrove pointed to Dot Foods as another way to bring in “minimal cases,” giving operators access to products that may not be in current distribution. Hampe also noted that c-stores may have more leverage with QSR-focused suppliers than they realize. As the line between c-store foodservice and QSR continues to blur, those suppliers may see convenience retailers as a more attractive growth opportunity. That gives operators room to push for more support, smaller test quantities or solutions tailored to their stores. “So, make them work for it,” she said.
Differentiation Without Losing Practicality
A related theme was how smaller operators can lean on suppliers without ending up with the same cookie-cutter foodservice offer as their competitors. Roy Strasburger, CEO of StrasGlobal, president of Compliance Safe, and Vision Group Network co-founder, raised that concern directly, asking how an operator can avoid “the same chicken sandwich that the guy across the street has that my suppliers provide.” Hampe’s answer returned to the importance of guardrails that operators should clearly tell suppliers when something must be customized to their chain and not sold broadly to everyone else.
That customization does not always require a completely unique product. Hampe suggested that a retailer might use the same chicken patty as others but pair it with a different sauce or another point of difference sourced from a separate supplier. Todd Fangman, senior foodservice manager at Wills Group (Dash In), described a similar operating rhythm, using brokers and broadline distributors to identify products, test them in his kitchen and then negotiate pricing or rebates once potential volume becomes clearer. His comment that “I use my distributors a lot when researching and trying to get innovation together” captured the broader point that differentiation often depends on knowing how to work supplier relationships, not avoiding them.
Guardrails, Focus, and Core Execution
The conversation repeatedly came back to execution as the filter for innovation. Jenna Mesirow, senior category manager at Loop Neighborhood, said distributors need to be more flexible for smaller operators that cannot afford long tests across multiple stores, but she also made clear that persistence matters: “So if we can’t get what we want from one supplier, we’ll just go to the next.” Brandon Frampton, director of fresh food at Loop Neighborhood, described their open-ended approach, saying his team is “opening the fishnet huge” to find the best products and then figure out how to get them into stores. For him, that means “no guardrails, or not many guardrails.”
“Everything I pick, everything that we need to do needs to be seasonal, it needs to be on trend with the guest, but ultimately it has to be something that can be executed in the field consistently.”
Others took a more disciplined view. Heather Davis, senior director of foodservice at The Parker Companies, said her team has become more focused each year, reviewing menu gaps, considering what should come off the menu and resisting the temptation to chase every taco or burger program. “But we make sure we know who our customer is,” she said, explaining that innovation includes improving current strengths, such as fried foods, while exploring complementary items like grilled chicken. Barbara Kessler, senior director, food and beverage at Cross America Partners, emphasized that each concept requires a different lens, especially when a foodservice program is still in its infancy. For her, the starting point is operational: “It has to start with execution because that’s where the beginning of a really good food service program starts.” Ryan Krebs, senior director of food and beverage at Sprint Mart, echoed that idea, saying the “foundational core must just fire on all cylinders” before innovation becomes easier to execute.
Frontline Input and Cross-Functional Development
Several operators described how store-level feedback contributes to product development. Brad Handler, foodservice category manager at Family Express, said the key is “keeping a direct and open line with the associates,” including making himself available when visiting stores. Customer and associate ideas are brought back, refined internally, and tested for feasibility. He also brings associates into the test kitchen, explaining, “It’s not necessarily a closed-door process.”
Welch described a more formal structure through small-group meetings with training food leaders. Supervisors are intentionally not invited so food leaders can speak openly about products and opportunities. One example involved testing fried hash brown sticks after store teams suggested they would be better than baked ones. The product was strong right out of the fryer but did not hold well, so the team shared the results back with the field. Poye connected that to his own experience at RaceTrac, noting that new team members often had strong insights.
Technology, Inspiration and QSR Lessons
Kris Klinger, vice president, auxiliary services, at Boston University, asked about technology and AI tools for compiling insights. Hampe said Mattson uses social listening, trend tracking, and a proprietary AI model built for food and beverage, but she emphasized that the tool is paired with human expertise: “We call it RI plus AI, real intelligence plus artificial intelligence.” Klinger also described Boston University as a “controlled experimental environment,” where vendors want feedback from students as future consumers.
The group also explored Taco Bell as a best-in-class example of QSR innovation. Hampe said the brand has been successful because it listens to its customers, understands its youth culture, and stays aligned with its bold brand identity. “If your brand stands for being bold, then your food better be bold too,” she said. Poye added that Taco Bell’s strength is also operational: the brand creates new products without adding unnecessary ingredients, packaging, or supply chain complexity, allowing stores to drive higher turns, maintain freshness and improve cost efficiency. Hampe agreed, noting that limited operational change can still create a product that feels new when ingredients are rolled or assembled differently.
“If you are known to be someone that’s willing to try different things and have that innovative approach and mindset, your vendors are going to come to you with ideas and allow you to test out and try things without really having to get a lot of product in the supply chain initially.”
Equipment as an Innovation Enabler
Myra Kressner, CEO of Kressner Strategy Group and Vision Group Network co-founder, closed with a question about equipment: “How are you seeing your equipment innovation helping you with your own product innovation?” Klinger and Weckstein both pointed to combi ovens as tools that improve consistency and reduce reliance on culinary skill. Weckstein added that newer hot-holding units with better airflow have extended shelf life, helping costs and margins. Poye noted that advances in hot cases may also require packaging changes, since “the package design works really well with the case itself.” Klinger added that equipment and product manufacturers can also help operators develop recipes and simplify processes, creating another form of partner support for stores trying to execute more consistently.
Final Reflection
Foodservice innovation is most powerful when it stays close to the customer, the store team, and the operational realities that shape execution every day. The strongest ideas do not need to begin as large-scale launches; they can start as small tests, sharper use of existing ingredients, better equipment, stronger partner support, or a clearer understanding of what customers are already asking for. As convenience retailers continue to earn credibility as food destinations, the opportunity is not simply to add more items, but to create food programs that are differentiated, repeatable, and rooted in real customer occasions. Progress will come from combining curiosity with discipline, listening closely, testing thoughtfully, and improving what works.
Presentation (PDF)
KEY TAKEAWAYS
- Build food programs around real customer occasions. Start with how customers actually use the store, whether they are commuting, grabbing lunch, filling a late-night need, seeking energy, or looking for a small indulgence.
- Treat innovation as a disciplined operating process, not a creative free-for-all. Define the problem, identify the customer needs, set guardrails, and test ideas in ways that can be repeated across stores.
- Use guardrails to sharpen ideas, not limit them. Price point, labor, equipment, prep time, holding time, and shelf life should guide innovation from the beginning so new items can succeed in real store conditions.
- Start small, test quickly and improve before scaling. Use limited pilots, supplier samples, small case orders, or select-store tests to learn what works before committing to a broader rollout.
- Push suppliers and distributors to become true innovation partners. Ask for smaller test quantities, custom solutions, operational support, and access to capabilities that may be difficult to build internally.
- Differentiate with smart combinations, not always new ingredients. Create fresh value through sauces, seasonings, bundles, packaging, local partnerships, regional flavors, or new builds using ingredients already in the system.
- Listen harder to frontline teams. Store employees often know what customers ask for, what sells out, what is difficult to execute, and what shoppers are already modifying or combining.
- Protect the core before chasing the next big idea. Strong innovation depends on consistent execution of the foundational offer; new items work best when the base food program is already running well.
- Look beyond c-stores for inspiration but translate ideas to fit the channel. QSRs, restaurants, social media, regional food culture, and broader flavor trends can spark ideas, but the winning concepts must fit convenience-store speed, labor, and equipment realities.
- Use equipment, packaging, and technology to improve consistency. Combi ovens, hot-holding units, improved airflow, better packaging, social listening, and AI-supported insights can help retailers expand capability while keeping execution simple.
Contact info@vgnsharing.com if you’d like the meeting transcript.
Notable and Quotable
“There’s more innovation in the convenience store pipeline right now than I’ve seen in a long time, especially around food. There is a lot of stuff coming around coffee, around beverage. There are some tremendously wild and crazy ideas that you’re going to see over the next four to five months.”
“The newest person to the team sometimes had the best insights because they hadn’t been heavily influenced by team culture yet.”
“We’ve been organizing small group meetings with the training food leaders…to have an open conversation about our products and that’s provided a lot of real valuable feedback that we can bring back to the conversations we have at the office and in the test kitchens about doing things differently and a lot of it comes down to making the products that we have better or different.”
“I will tell you we’ve had a lot of success with the combi ovens. There’s a lot of versatility…we can get a consistent product, and we have the ability to do a lot more types of product because the oven pretty much takes all the critical thinking out of it.”
“No one ever gets it fully right, but we are certainly doing everything we can to try to make sure that we figure that out and help our customers really gain market share of what they’re trying to do in their strategic growth.”
“If we can’t get what we want from one supplier, we’ll just go to the next…we don’t want to limit our innovation. That’s where the future is. We don’t want anyone holding us back, so we’ll go to whoever we need to go to get what we want.”
“Know your identity, know what you’re good at, and then make sure that every store across your portfolio is operating at the level you want them to and I believe once you have the ability to do that, then innovation becomes much easier to execute because you’re living and breathing your core.”
“We continuously get more and more focused and dialed in every year…We also focus some of our innovation on just enhancing the items that we currently do well and figuring out how we can do them better. Every single year, we challenge ourselves.”
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.
Kris Klinger, VP Auxiliary Services
Boston University
Kristian Klinger, Vice President, Auxiliary Services began his tenure at Boston University in October 2022. Kristian has more than 30 years of experience in hospitality and auxiliary services. He spent the previous two plus years as Senior Associate Vice President of Auxiliary Services at Syracuse University. In this role, he oversaw operations in Food Services; Housing, Meal Plan, and I.D. Card Services; Parking and Transportation Services; Drumlins Country Club; Minnowbrook Conference Center; the Sheraton Syracuse University Hotel and Conference Center; the Lubin House; the Syracuse University Campus Store and Trademark Licensing.
Prior to joining Syracuse University, Kristian spent 11 years as Assistant Vice President within the University of Southern California’s (USC) Auxiliary Services department. While at USC Kristian also taught an introduction to foodservice class that was part of a Master’s in Dietetics program through the USC Davis School of Gerontology. Kristian earned his EdD at the USC Rossier School of Education, his MBA at the USC Marshall School of Business and holds a bachelor’s degree in German and International Relations from the same university. Kristian is a veteran of the United States Marine Corps where he proudly served our country as an air traffic controller.
As Vice President for Auxiliary Services, Kristian and his team below have oversight and leadership responsibilities of Food Services and Convenience Stores, Housing, Parking and Transportation, Events & Conferences, Agganis Arena, Fitness & Recreation Center, Barnes & Noble @ BU, Vending Services and Trademark and Licensing. As Auxiliary Services touches nearly every aspect of University life, Kristian and his team collaborate with other campus and community leaders to advance a number of key initiatives in an effort to enhance the living and learning experience for the University’s diverse student population.
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.
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.
Stephen Skidds, Director of Fresh Foods and Culinary
Nouria Energy
As a Director of Fresh Foods & Culinary at Nouria Energy, Steve leads the development and execution of the food service strategy for +330 convenience stores across 8 states, with over 23 years of experience in category management and brand merchandising, he has a deep understanding of the consumer behavior, market trends, and competitive landscape in the convenience retail industry. His driving focus is to deliver exceptional value and quality to enhance the customer experience, while driving growth through innovation and technology.
His previous roles include Director of Food Service with EG America in addition to multiple marketing and category management roles within Circle-K and Irving Oil. He holds a bachelor’s degree in business administration from Southern New Hampshire University.
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.
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 Facilitators
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.
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