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Success Doesn’t Have to Equal Burnout
We actually do our best work when we establish healthy work habits
IS ANYONE ELSE feeling like they’re at mile 26.1 of a marathon and they’re limping to the finish line? As we head into the last two months of the year — a time when we’re wrapping up the projects of 2025 and getting the ball rolling on 2026 initiatives — it’s hard not to feel a bit burnt out. It seems everyone I talk to recently is “just trying to get to the holidays.”
Convenience Store News recently hosted a webinar on “Strategies to Beat Burnout,” and I was not surprised when presenter Courtney Murphy of WorkWell People Solutions said about 70% to 80% of professionals are currently experiencing some signs of burnout.
Symptoms range from physical (disrupted sleep, headaches, muscle tension) to mental (anxiety, overwhelm, difficulty concentrating) to emotional and behavioral (low tolerance, erratic mood changes, escapism). And, perhaps most of all, a constant feeling of exhaustion.
If this sounds like you, then it’s time for change. The good news, as Murphy explained, is that there are many ways to better manage workplace stress and in doing so, eliminate burnout.
One of her tips that especially resonated with me is the need to address your workload and practice “strategic workload management.” She shared the acronym STAR:
• Share: Delegate or cross-train to distribute work.
• Task Management: Prioritize effectively or automate routine tasks.
• Attention Management: Eliminate distractions and take true mental breaks.
• Reduce: Responsibly say no when necessary and reevaluate perfectionist tendencies.
Another piece of advice I connected with is the importance of getting up from your desk periodically throughout the day to give your brain the opportunity to recharge.
“Our brains are not built to be focused on work eight, nine, 10 hours a day,” she said. “If you think about your brain as a battery or like your phone, you have to plug it in every now and then. As your battery starts dipping, go plug it in. Maybe go for a walk. Maybe go connect with another human. Maybe go get a snack or drink water. If you can go outside, that will be really beneficial and more recharging so that when you re-engage in your work, you can actually have a better chance of focusing again.”
Murphy’s presentation from start to finish was chock full of great advice. I highly recommend you take the 30 minutes to view the replay. Simply go to: csnews.com/ strategies-beat-burnout.
I am committing to putting her advice into practice. I hope you do, too.
Wishing you and yours a wonderful holiday season — including ample time to recharge!
For comments, please contact Linda Lisanti, Editor-in-Chief, at llisanti@ensembleiq.com.
EDITORIAL EXCELLENCE AWARDS (2016-2025)
2021 Jesse H. Neal National Business Journalism Award
Finalist, Best Infographics, June 2021
2018 Jesse H. Neal National Business Journalism Award Finalist, Best Editorial Use of Data, June 2017
2023 American Society of Business Press Editors, National Azbee Awards
Silver, Data Journalism, January/April/June 2022
2023 American Society of Business Press Editors, Upper Midwest Regional Azbee Awards Gold, Data Journalism, January/April/June 2022 Bronze, Diversity, Equity and Inclusion, March 2022
2016 American Society of Business Press Editors, National Azbee Awards Gold, Best How-To Article, March 2015
Bronze, Best Original Research, June 2015
2016 American Society of Business Press Editors, Midwest Regional Azbee Awards Gold, Best How-To Article, March 2015 Silver, Best Original Research, June 2015
2020 Trade Association Business Publications
Intl. Tabbie Awards Honorable Mention, Best Single Issue, September 2019
2016 Trade Association Business Publications
Intl. Tabbie Awards Silver, Front Cover Illustration, June 2015
2025 Eddie Award Honorable Mention, Folio:
Business to Business, Retail, Full Issue, September 2024
Business to Business, Magazine Section
2024 Eddie Award, Folio:
Winner, Business to Business, Retail, Single Article, May 2024
Honorable Mention, Business to Business, Magazine Section
2023 Eddie Award Honorable Mention, Folio:
Business to Business, Retail, Full Issue, September 2022
Business to Business, Retail, Single Article, March 2023
2022 Eddie Award, Folio:
Winner, Business to Business, Retail, Single Article, March 2022
Winner, Business to Business, Food & Beverage, Series of Articles, October 2021
Honorable Mention, Business to Business, Retail, Single Article, September 2021
2020 Eddie Award, Folio:
Business to Business, Retail, Series of Articles, September 2019
2018 Eddie Award Honorable Mention, Folio:
Business to Business, Retail, Website
Business to Business, Retail, Full Issue, October 2017
Business to Business, Editorial Use of Data, June 2017
2017 Eddie Award, Folio: Winner, Business to Business, Retail, Single/Series of Articles, May 2017
Honorable Mention, Business to Business, Retail, Single/Series of Articles, June 2016
EDITORIAL ADVISORY BOARD
Laura Aufleger OnCue Express
Richard Cashion Curby’s Express Market
Billy Colemire Majors Management
Robert Falciani ExtraMile Convenience Stores
Jim Hachtel Core-Mark
Chris Hartman Rutter’s
Faheem Jamal CPD Energy Corp./
Reinvention, Not Routine, Will Define C-store Success in 2026
Foodservice, technology and culture are key for the future
IF 2025 TAUGHT THE CONVENIENCE STORE INDUSTRY anything, it’s that legacy advantages no longer guarantee success. Simply being “convenient” isn’t enough. The days when c-stores could rely on motor fuel, tobacco and alcohol are long gone. With softening sales and growing competitive pressure, the channel entered a watershed year.
U.S. convenience store sales declined 2.6% in 2024 and have continued to struggle this year. Costs are up, margins are shrinking and store operators must identify new engines of profitability. Foodservice, loyalty platforms and experiential retail are no longer nice to have, they’re mission-critical.
That was the clear message at the recent NACS Show, where outgoing NACS President and CEO Henry Armour, his successor Frank Gleeson and outgoing NACS Chairman Brian Hannasch shared their vision for the industry’s next era.
“Foodservice is absolutely a part of our future,” Armour said.
“Food is a huge opportunity for the channel,” Gleeson added. “We have the best real estate in the world and the ability to serve multiple dayparts in the categories that are growing.”
Hot food and made-to-order programs have become essential. In 2025, 85% of U.S. shoppers tried made-to-order food, and more than one-third of all c-store food purchases included a hot component. For retailers, this means rethinking their store layout, back-of-house design, supply chain and staffing model. The line between convenience stores and quick-service restaurants continues to blur — and those who can’t evolve risk losing relevance.
Digital expectations are rising just as fast. Consumers now expect frictionless apps, personalized rewards and seamless checkout. Mobile engagement rose 3% to 4% this year, but so did scrutiny. Retailers must protect customer data and ensure system resiliency. Underinvesting in technology — or implementing it piecemeal — is becoming a costly mistake in both performance and reputation.
While merger-and-acquisition activity in the convenience channel was muted in 2025, the moves that did occur signal a tightening field. Major chains are chasing scale, efficiency and geographic reach. Independents, meanwhile, must stand apart through differentiated food menus, unique in-store experiences, community connections or data-driven loyalty ecosystems.
Consumer satisfaction results reinforce this reality. The 2025 American Customer Satisfaction Index saw Kwik Trip Inc. leap eight points to a score of 84 out of a possible 100, surpassing perennial leaders Wawa Inc. and Sheetz Inc. Kwik Trip’s success proves that culture, consistency and operational excellence remain the industry’s true differentiators.
As we close out 2025, here are five strategic imperatives for the year ahead:
1. Food + Fresh as the Engine — Kitchen scale, menu innovation and supply chain flexibility are essential.
2. Technology as the Main Entree, Not Garnish — Apps, data, payments and loyalty must be integrated and prioritized.
3. Security-First Design — Cyber resilience is now a frontend business requirement.
4. Relentless Execution & Customer Experience Culture — Clean stores, fast service and friendly teams still win the day.
5. Strategic Agility — Experimentation in formats, partnerships and models will separate the leaders from laggards.
For retailers who treat today’s challenges as an invitation to reinvent, the future is wide open. For those who don’t, brand erosion and margin compression await.
For comments, please contact Don Longo, Editorial Director Emeritus, at dlongo@ensembleiq.com.
SAVE THE DATE
If foodservice is important to YOUR future, you won’t want to miss Convenience Store News’ 2026 Convenience Foodservice Exchange event, taking place May 6-8 in San Antonio. For information on attending, go to: events.csnews.com/cfx
FEATURES
COVER STORY
26 Leave ‘Em Better
New Hall of Famer Kevin Smartt believes in authenticity, hospitality and integrity.
32 Betting on His Team
Celebrating contributions is of great importance to supplier inductee Chris Hobson.
38 High Achievers
This year’s class of Future Leaders in Convenience are thriving early in their careers.
60 A Night of Celebration & Inspiration
A new class of honorees is recognized at the 2025 Top Women in Convenience Awards Gala.
DEPARTMENTS
EDITOR’S NOTE
4 Success Doesn’t Have to Equal Burnout
We actually do our best work when we establish healthy work habits.
VIEWPOINT
6 Reinvention, Not Routine, Will Define C-store Success in 2026 Foodservice, technology and culture are key for the future.
12 CSNews Online
20 New Products
SMALL OPERATOR
22 Turf Wars
When a large chain moves into town, be ready to pivot and fight back.
INSIDE THE CONSUMER MIND
130 Surveying the Loyalty Landscape
Active participation in convenience store loyalty programs is holding steady.
HONORING EXCELLENCE
Congratulations to Regional Operations Manager, Allison Himenes, for being named a 2025 Top Women in Convenience honoree in the mentor category. A former mentee, Allison has come full circle with her dedication to shaping future leaders.
“This recognition shines a light on the work so many of us are doing to develop and support women in our industry, and I hope it inspires others.”
Allison Himenes Mentor Award Recipient 2025
8550 W. Bryn Mawr Ave., Ste. 225, Chicago, IL 60631 (773) 992-4450 Fax (773) 992-4455 WWW.CSNEWS.COM
BRAND MANAGEMENT
SENIOR VICE PRESIDENT/GROUP PUBLISHER, CONVENIENCE NORTH AMERICA Sandra Parente sparente@ensembleiq.com
EDITORIAL
EDITOR-IN-CHIEF Linda Lisanti llisanti@ensembleiq.com
98 Running a Tight Ship Convenience retailers are focused on backend technology that streamlines operations and cuts down on wasteful spending.
106 Sharing Knowledge Executives from across the channel gathered at the 2025 Convenience Store News Technology Leadership Roundtable & Awards Dinner to discuss all things tech.
ART DIRECTOR Cristian Bejarano Rojas crojas@ensembleiq.com
PRODUCTION DIRECTOR Pat Wisser pwisser@ensembleiq.com
MARKETING MANAGER Jakob Wodnicki jwodnicki@ensembleiq.com
SUBSCRIPTION SERVICES LIST RENTAL mbriganti@anteriad.com
SUBSCRIPTION QUESTIONS contact@csnews.com
CORPORATE OFFICERS
CHIEF EXECUTIVE OFFICER
CHIEF FINANCIAL OFFICER
CHIEF PEOPLE OFFICER
CHIEF OPERATING OFFICER
Ann Jadown
Derek Estey
BEING SEEN MEANS BEING SOLD¨
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TOP VIEWED STORIES
1
Sheetz Takes Loyalty to the Next Level With New Partnership
The retailer transitioned its loyalty operations to Ignite Retail Technology, launching the next evolution of Sheetz Rewards. The move provides a unified loyalty engine, advanced data insights and seamless integration across point-of-sale, mobile and digital channels.
Kwik Trip Opens Second Distribution Center
2
On Nov. 4, the chain cut the ribbon on its new distribution center. The facility in DeForest, Wis., services 350 Kwik Trip stores. Previously, all 870-plus stores were serviced by the distribution center located in the company’s hometown of La Crosse, Wis.
3
Seven & i Weathers Challenging Market Environment
7-Eleven’s parent company plans to push through a challenging period to continue implementation of its transformation plan and strategic initiatives. Seven & i reported during an earnings call that it has taken steps to improve financial results in both Japan and North America.
Rutter’s Moves Into a New State
4
The operator’s newest store — and its 91st location overall — opened in the community of Winchester, Va. The opening marked the chain’s entrance into its fourth state of operation. The new store is more than 14,000 square feet and includes Rutter’s 1747 Bar & Lounge concept.
5
Murphy USA Announces Leadership Transition
Current President and CEO Andrew Clyde is stepping down after 13 years of leading the company. Chief Operating Officer Mindy West, who has been with the organization since 1996, will succeed him effective Jan. 1, 2026. She will also join the board of directors at that time.
EXPERT VIEWPOINT
Creating Consistency Across Every Meal for Every Customer in Every Store
OUT & ABOUT
NACS Show 2025 Sees Record Attendance
For the third consecutive year, the NACS Show set an attendance record for its respective host city. Approximately 25,136 attendees from 73 countries experienced four days of education, networking and a look at what’s hot and new in the convenience and fuel retailing industry. The event, which took place Oct. 14-17 at Chicago’s McCormick Place, capped off with a raucous presentation by “Clerks” stars Kevin Smith and Jason Mewes, who talked about their 30-plus-year love affair with convenience stores.
For more event coverage, visit the Industry Events & Webcasts section of CSNews.com.
MOST VIEWED NEW PRODUCT
In foodservice, particularly within convenience retail, delivering a consistent experience is just as important as offering new menu options or competitive pricing, writes Mike DeLain, vice president of business development at AyrKing. Yet as innovative menus expand and customer traffic increases, maintaining consistency becomes one of the sector’s toughest challenges. Reliability is at the heart of customer loyalty. When a shopper chooses a convenience store for lunch, a quick dinner or a hot snack, they’re betting on an enjoyable and predictable experience.
This football season, Lay’s brings the tailgate party home with three limited-edition varieties inspired by gameday classics. Lay’s Hot Sauce features bold heat with tangy attitude. Lay’s Wavy Loaded Nachos offers the taste of creamy cheese, spices and a hint of jalapeño. Lay’s Kettle Cooked Cheesy Buffalo Dip delivers the heat of buffalo sauce with a creamy dip taste. Lay’s Hot Sauce and Lay’s Wavy Loaded Nachos are available in 7.75-ounce and 2.5-ounce bags. Lay’s Kettle Cooked Cheesy Buffalo Dip comes in 8-ounce and 2.25-ounce bags.
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Th r n 700 2-st spr sso m chin mpo rs c-stor t i rs to l r consist ntl xc ption spr sso rin ith sp n simplicity ith intuit ontrol n rist l p rform nc , your t m c n s r r mium b r s th t impr ss— ithout compromisin ffic ncy.
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Industry Groups Voice Concerns Over Latest Swipe Fee Offer
Visa and Mastercard put forth a revised $38-billion settlement, their third offer as part of a 2005 antitrust lawsuit
A DECADES-LONG FIGHT between the retail community and major credit card companies and banks over swipe fees may be inching to a close.
In early November, Visa Inc. and Mastercard Inc. announced a revised $38-billion settlement with retailers who have been fighting the companies and banks over antitrust violation allegations. The revised settlement comes approximately a year and a half after U.S. District Court Judge Margo Brodie rejected a proposed $30-billion settlement.
Retailers have long argued that the card networks charge too much to accept their credit and debit cards. Visa and Mastercard control more than 80% of the credit card market.
The current settlement proposal is the third put forth by the credit card industry stemming from a 2005 class-action lawsuit. But according to several retail industry groups, this new offer still does not go far enough.
“No one should be fooled by the credit card industry’s smoke and mirrors,” said NACS Senior Vice President of Government Relations Lyle Beckwith. “This proposed settlement endorses business as usual, including by letting Visa and Mastercard increase their own fees without any restraints. That could erase the benefits that this settlement pretends to provide. Approving this settlement would contradict the ruling that Judge Brodie made just last year and would declare open season for the credit card companies to hit merchants and their customers with more price increases.”
Other groups, including the Merchants Payments Coalition
(MPC), National Retail Federation, Retail Industry Leaders Association and FMI –the Food Industry Association, voiced similar concerns. According to MPC, the newly proposed settlement fails to overcome Judge Brodie’s reasons for rejecting the last settlement and should therefore also be rejected.
“Achieving a settlement that works to reverse current illegal and anticompetitive practices of Visa and Mastercard should be straightforward, but this attempt fails once again and should be rejected,” said MPC Executive Committee member and FMI Chief Public Policy Officer Jennifer Hatcher. “The courts have emphatically rejected these settlements twice, but now the card industry is trying again to get legal protection while offering little in return to merchants. Under this proposal, Visa and Mastercard would get to keep fixing swipe fees while Main Street businesses and customers would pay the price.”
The groups continue to push for Congress to pass the Credit Card Competition Act. Under the bill, banks with at least $100 billion in assets would enable credit cards to be processed over at least one unaffiliated network like Star, NYCE or Shazam in addition to Visa or Mastercard.
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Sunoco LP Wraps Up $9.1B Parkland Acquisition
With this transaction, Sunoco becomes the largest independent fuel distributor in the Americas
FIVE MONTHS AFTER INKING an acquisition agreement, Sunoco LP took ownership of Calgary, Alberta-based Parkland Corp. The approximately $9.1-billion cash and equity deal closed on Oct. 31.
As a result of this transaction, Sunoco is now the largest independent fuel distributor in the Americas. The company also now owns Parkland’s refinery in Burnaby, British Columbia, which produces approximately 55,000 barrels per day.
Parkland shares were delisted from the Toronto Stock Exchange when the market closed on Nov. 4. The common units of SunocoCorp LLC received by Parkland shareholders in connection with the acquisition began trading on the New York Stock Exchange on Nov. 6 under the ticker symbol “SUNC,” following settlement of the Parkland shares and completion of the allocation process.
“This strategic combination is a compelling outcome for Parkland shareholders,” Michael Jennings, executive chairman of Parkland, said when the deal was
announced in May. “The board unanimously recommends the proposed transaction, recognizing Sunoco’s commitment to safeguarding Canadian jobs, retaining the Calgary head office, and further investing in Canada. This partnership creates significant financial benefits for shareholders and would position the combined company as the largest independent fuel distributor in the Americas.”
Sunoco intends to maintain a Canadian headquarters in Calgary, as well as significant employment levels in Canada; will continue to invest in Parkland’s Burnaby Refinery; will continue to support Parkland’s plan to expand its Canadian transportation energy infrastructure; and will use its expanded free cash flow to provide additional resources for reinvestment in Canada, the Caribbean and the United States in support of both existing and new opportunities.
Prior to its acquisition by Sunoco, Parkland was an independent supplier and marketer of fuel and petroleum products and a convenience store operator. Parkland currently services customers across Canada, the United States, the Caribbean region and the Americas through three channels: retail, commercial and wholesale.
Headquartered in Dallas, Sunoco is an energy infrastructure and fuel distribution master limited partnership operating in more than 40 U.S. states, Puerto Rico, Europe and Mexico.
Eye on Growth
RaceTrac Inc. closed on its $566-million acquisition of Potbelly Corp. The convenience retailer now owns the neighborhood sandwich shop concept, which includes more than 445 company- and franchise-owned locations across the United States.
Family Express Corp. celebrated the debut of its first modularized convenience store format with a grand-opening event at the new location in Ligonier, Ind. The retailer plans to meet a new development schedule using prototype masonry buildings.
Wawa Inc. announced its fourth contracted site in central Pennsylvania — this one to rise in College Township. The chain plans to bring 10 c-stores to Centre County and surrounding counties over the next five years.
Anabi Oil signed a definitive agreement to acquire Henderson, Nev.-based Green Valley Grocery. The deal, pending approval, will include 87 Green Valley Grocery locations. Anabi Oil currently operates Rebel stores in the Las Vegas area.
Getty Realty Corp. completed a saleleaseback transaction for 12 stores in the Houston metropolitan area. The net lease real estate investment trust simultaneously entered into a long-term, unitary net lease with a subsidiary of Now & Forever, a regional chain.
QuikTrip Corp. is teaming with the Peoria Tribe of Indians of Oklahoma to bring a new c-store to Miami, Okla. The collaboration is part of the tribe’s efforts to promote economic growth, community development and long-term resilience.
Retailer Tidbits
Love’s Travel Stops launched Love’s Media Group, the first retail media network designed specifically for America’s travel stops and the first to reach professional truck drivers at scale. The network leverages the company’s 662 locations across 42 states to create a comprehensive advertising platform.
Atlantis Fresh Market is rolling out Mashgin’s artificial intelligence-powered checkout technology in future new builds and remodels. The move follows the successful launch of Mashgin across five of the retailer’s stores.
Friendly Express Inc. launched a redesigned mobile app. Built on the Rovertown platform, the app brings together Friendly Express Rewards (powered by Velocity Logic), Express Debit (powered by PDI), and ordering and delivery (powered by Vroom Delivery).
Supplier Tidbits
British American Tobacco (BAT) partnered with Accenture to transform its Global Business Solutions function and supply network operations. The collaboration will help simplify processes, improve speed to market and enhance compliance agility.
Southco Distributing Co. entered into an agreement to acquire the inventory assets of Atlantic Dominion Distributors. The transaction includes Atlantic Dominion’s operations in both Virginia Beach and Hope Mills, N.C.
Honor Foods opened a new distribution center in Kissimmee, Fla. The foodservice redistributor first entered the Southeast market in June 2023 with the acquisition of Sunny Morning, a foodservice redistributor with strong dairy expertise.
TravelCenters of America (TA) is partnering with Popeyes to install ordering kiosks across the quick-service restaurant’s locations at TA sites. The travel stop operator plans to install kiosks at 66 Popeyes locations by the end of the year.
Fuel Mart, the retail arm of Ports Petroleum Co. Inc., opened the first-ever Midwest Taco Co. restaurant inside one of its stores, located in Austin, Ind. The Mexican restaurant concept has been in development for two years.
S&S Petroleum Inc. debuted My Royal Rewards, a loyalty and customer engagement platform powered by Liquid Barcodes. The mobile app features personalized rewards, interactive games, club cards and a store locator.
Dover Fueling Solutions (DFS) acquired Site IQ LLC, an industrial internet-of-things company. The acquisition will give DFS customers greater insight into site performance, faster issue resolution and more efficient operations.
Inmar Intelligence is collaborating with Upshop to redefine the connection between marketing and advertising through onsite product management. The partnership integrates Inmar’s shopper-facing platforms with Upshop’s back-of-house capabilities.
Vroom Delivery is partnering with ADD Systems to offer an enhanced digital commerce solution that allows their mutual customers to access enterprise-level integrations and automation. The integration is live at hundreds of stores around the country.
The revamped mobile experience also includes gamified features.
With 156,000 square feet of warehouse space, the new facility is now the home of all Sunny Morning Orlando operations.
Chester’s Chicken Bone-In Wings
Skittles Gummies Fuego
Skittles Gummies Fuego fuses sweet and spicy in one delicious bite, delivering the swicy kick that the brand’s fans have been craving, according to its maker. Available in a 5.8-ounce pouch, each pack is a remix of five bold Skittles flavors — Mango, Watermelon, Strawberry, Raspberry and Lemon — coated in a tangy chili layer that adds a spicy twist to the same gummy treat fans already know and love.
Skittles Gummies Fuego will hit shelves nationwide in January 2026.
MARS INC. • NEWARK, N.J. • SKITTLES.COM
Chester’s Chicken adds bone-in wings to its offering. Available unsauced or sauced, the lightly breaded wings come in a variety of flavors to choose from, including Buffalo and Stingin’ Honey Garlic. According to Chester’s, this menu expansion reflects its commitment to acting on customer feedback and its nature to always be innovating. Bone-in wings are now available at participating locations across 1,200 franchised and licensed U.S. restaurants. Customers can order the product in quantities of six, 10 or 20. CHESTER’S CHICKEN • BIRMINGHAM, ALA. • CHESTERSCHICKEN.COM
Mojo Energy Pouches
Fitz Cold Brew Coffee Concentrate
Red Diamond Coffee & Tea presents Fitz Cold Brew Coffee Concentrate as a new solution to meet the soaring demand for cold brew. The product features a perfectly blended selection of beans that provides a full-bodied taste that appeals to today’s discerning coffee drinkers, according to the company. Operators only need to mix the concentrate with water to create an on-demand cold brew that can be served on its own or mixed with flavored creamers or syrups for a signature creation. One 16-ounce bottle of concentrate and 112 ounces of water make a gallon of cold brew.
RED DIAMOND COFFEE & TEA • BIRMINGHAM, ALA. • REDDIAMONDBEVSERVICE.COM
Mojo Energy Pouches are designed to revolutionize the way consumers experience energy. Each pouch contains 50 milligrams of caffeine naturally derived from green tea, giving consumers precise control over their desired energy intake as a complement to their daily caffeine consumption. Available in four flavors — Blue Raspberry, Tropical Punch, Mint and Peach Watermelon — the formulation is intended to provide balanced energy. Launching in select retail locations across the United States, Mojo Energy Pouches come in pocket-sized packaging, with each pack containing 15 pouches for a suggested retail price of $5.49.
MOJO • JACKSONVILLE, FLA. • GRABMOJO.COM
Commercial
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Commercial Zone introduces the next evolution in waste management with the Avante Series. Stylish and modular by design, the line maximizes space and efficiency, according to the company. Businesses can choose from preconfigured combinations or mix and match standard, narrow or shallow units to accommodate varying size and capacity needs. Additionally, the innovative waste receptacles help reduce contamination and enhance the customer experience by offering unique sizes, lid openings, lid colors and decals, along with a panel for easy stream identification.
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Turf Wars
When a large chain moves into town, be ready to pivot and fight back
By Tammy Mastroberte
SEVERAL LARGE CHAINS in the convenience store industry are entering new markets through new builds and acquisitions — and in doing so, they are bringing competition to the doorsteps of midsize and small operators already established in those areas.
Over the past few years, the states of Ohio and Indiana have seen major players such as Wawa Inc., QuikTrip Corp., RaceTrac Inc. and Buc-ee’s set up shop. Wawa is also expanding into Kentucky, West Virginia, Tennessee, Alabama, Georgia and North Carolina. QuikTrip has its sights set on Kentucky as well, along with Nevada, Utah and Florida. And these are just a handful of examples. This trend is gaining momentum across the United States.
So, how can a small operator compete when a big budget, brand-name competitor moves into town?
The work should begin before the new player even shows up, according to Steve Morris, president and CEO of St. Paul, Minn.-based Retail Management Inc., which operates 30 stores.
“Preventing the impact starts long before a new company begins building,” he said,
adding that retailers of all sizes must continue investing in their stores, from the products and services offered to their appearance. “A Wawa, Sheetz or Circle K is going to have updated images, and your store can’t look dilapidated in comparison.”
Large chains also bring brand recognition and sophisticated marketing, all of which leads to significant challenges for smaller operators, noted Bill Nolan, a partner at Business Accelerator Team, a c-store industry consultancy based in Phoenix.
“These larger, established brands bring marketing dominance, rewards programs and high-quality foodservice — i.e., a variety of fresh food, coffee and fountain programs,” he said. “Small operators might fear they can’t survive, but they can if they have already developed a relationship with their customer, have their own brand recognition, and offer things the customer already values.”
Competing also depends on the market and how many other stores are already in the space. In a saturated market, a large player will have a different impact than in an area that is not as developed, Morris pointed out, explaining that both Wawa and 7-Eleven Inc. have opened new-build locations where his stores are situated.
“It’s a different approach if it’s a well-developed area because the pie will get smaller,” he said. “We have one where a competitor came in and we saw an impact, but it’s a substantial market and we can compete. However,
Fav Trip beefed up its coffee program to compete with larger chains and offers a local bakery program.
there is another one where there was a really small pie and it decimated us. Now, the question is: How can we survive until the market can develop more?”
A Proactive Approach
One of the best ways to compete against a large chain is to already have a strong presence and brand serving the community before they open their doors. This includes the overall appearance of the store, the offerings inside and the customer service provided.
“The way you insulate yourself as a mom and pop or a retailer with five, 10 or even 30 stores is developing a brand people already respect and are loyal to,” Nolan advised. “Do you have a relevant product assortment, a
“I’ve been in business for 20 years and we expect competitors to come, and so we continue to innovate. You can’t get bored or stale.”
— Babir Sultan, Fav Trip
competitive pricing program in the market, and promotional programs constantly adding value to your customers? Small companies can always compete as long as they have a good business strategy already in place.”
Offerings such as a compelling packaged beverage program, a center-store program that includes relevant products consumers expect, and strong foodservice and coffee programs, should be established long before a larger player moves in, he explained.
At Fav Trip, which operates two locations with 10 others leased, the retailer beefed up its coffee programs to compete with larger chains by adding Caribou Coffee, including specialty drinks like lattes and protein shakes. “We are also teaming up with a local bakery to offer items and tap into their fan base,” said Babir Sultan, president of the Kansas City, Mo.-based company.
He acknowledged that his stores are always experiencing competition from bigger players, including bp, Murphy USA and Phillips 66. Sultan said when he sees competition coming to the area, they do a full audit of the impacted store to update what they can, whether it’s lighting, curbside appeal or improving the landscaping on the property.
“It’s upsetting if a big competitor comes in
and takes a piece of your pie. It’s very personal, especially for mom-and-pop stores,” he said. “But if you have been around a while and have expanded beyond one store, you have to expect it eventually. I’ve been in business for 20 years and we expect competitors to come, and so we continue to innovate. You can’t get bored or stale.”
Because large chains often have more buying power and stronger relationships with vendors, small operators must pay close attention to their pricing. “If a smaller retailer isn’t already offering everyday low price programs like ‘Buy 2 Save X,’ they have to get into that business because all the majors are going to do it,” Morris advised.
Another must-do is having some version of a loyalty program, even if it starts with the fuel brand, Nolan stated. If a store or chain already has a loyalty program in place before a competitor arrives, it will be less likely that their customer is lured to the new store.
“All major brands have a rewards program and can communicate with their customer base rapidly once someone signs up,” he said.
Fav Trip started a text club that offers 5 cents off gas every day and then on Fridays, the discount jumps to between 20 and 50 cents per gallon with no limit, Sultan explained, adding that if they team up with a vendor, they will offer a deal on something inside as well.
“We have 17,000 text club members. We know we can’t compete with the pricing of Murphy or another big chain, so we try to match as much as we can and on Fridays, we go heavy with our text club,” he said. “If we had a good margin all week, we might offer 30 cents off. Friday is always our biggest day of the week.”
Combating the Impact
When a single-store owner or small-chain operator finds themselves negatively impacted by a larger player moving in, they must assess if they will be able to survive and for how long.
“If I’m the owner of the store, I have to be real with myself,” said Morris. “If there is a 20% hit to my business, can I survive? Am I in a well-developed area or if not, can I hold out for that development? What is my one-, three- and five-year outlook, and how long can I hold on?”
It’s important to react to what the competition is doing from the day the doors open, according to Nolan. Knowing your customer count upfront can help track any decline and assess if it’s just an initial hit or a longterm drop. In the first 30 to 60 days, the retailer should monitor their customer count, the amount of gallons sold and the categories in the store. If any are identified as declining, those are the areas to focus on in order to compete, he said.
“If they are out-competing you, then you have to step up with that competition and fight back,” Nolan urged. “As soon as they open, you want to make sure you have a marketing plan, whether it’s your own app or rewards program, or POP [signage] at the front of the store.”
To successfully compete, it is also important to find new things to offer, especially products or services not being provided by the new competitor, the experts said.
While Sultan admits that his stores always take a hit from new competition, he agrees the key is finding areas to compete where the competition doesn’t, and even looking to other industries to do it. He gets inspiration everywhere, from coffee shops to ice cream shops.
“We started testing an ice cream float drink on Fridays, adding ice cream to fountain drinks, and tested it for a month,” he said. “Now, it’s available through both drive-thus 24/7, and we got that inspiration from an ice cream shop. It’s about what people are doing that you can replicate.”
Fav Trip also has a big online following on YouTube and TikTok. When Sultan noticed coffee shops going live on TikTok throughout the day, he decided to try it with his stores. “If our store goes live on TikTok, we could have 300 people tuning in and it’s been great for us,” he said. CSN
Fav Trip President Babir Sultan is always on the lookout for inspiration.
LEAVE ‘EM BETTER
NEW HALL OF FAMER KEVIN SMARTT BELIEVES IN AUTHENTICITY, HOSPITALITY AND INTEGRITY
By Linda Lisanti
KEVIN SMARTT NEVER IMAGINED that his first-ever paying job at age 14, working for a small convenience store operator in Baytown, Texas, would lead to a lifelong passion.
“I definitely didn't see myself as a teenager going into the convenience retail business, but once I got in, I was hooked. Every day presented a new challenge and a new opportunity to make things better and to connect with the people,” he recalled.
Decades later, Smartt is still on a mission to connect with others and make things better. In fact, the motto he chose when creating TXB (Texas Born) Stores was “Leave 'Em Better.” The CEO, Texas native and newest retailer inductee into the Convenience Store News Hall of Fame
aspires to live that motto every day and guide his team to do the same.
Under his leadership, Spicewood, Texas-based TXB has evolved into a forward-thinking convenience brand that seamlessly blends tradition with innovation. Formerly Kwik Chek Food Stores, the chain’s rebrand in 2021 — also, the 20th anniversary of Smartt’s purchase of the Kwik Chek chain from his father-in-law — ushered in a renewed commitment to the Texan values of authenticity, hospitality and integrity. Today, TXB is a dynamic chain of more than 50 convenience stores
across Texas and southern Oklahoma that offers guests made-to-order fresh food, curated private label products and a modern retail experience.
The new Hall of Famer recently sat down with CSNews to reflect on his journey.
CSN: What does it mean to you to be inducted into the Hall of Fame?
SMARTT: Well, it's humbling. You know, when I look at the names who’ve come before me, these are all people who have shaped and elevated our industry; some peers, but a lot of them are people I've looked up to. So, to be included in that group feels like a personal achievement, and more like recognition of this incredible team of partners and people I've been fortunate enough to work alongside. It's also a reminder to me to just keep pushing forward because I think the work of evolving this industry never stops.
CSN: Reflecting on your career so far, what achievements are you most proud of?
SMARTT: Without a question, I'd say rebranding Kwik Chek to TXB. I think it's been one of the most meaningful things that we've done. It wasn't just a new name, it was about creating a brand, a culture that reflects who we are: authentic, hospitable and built on integrity. I'm also
“We want every team member to feel proud to wear that TXB logo and know they make a difference in the community.”
— Kevin Smartt, TXB Stores
proud of the people who have grown with us. Seeing team members develop into leaders in our company and across the industry is every bit as rewarding as opening a new store.
CSN: Speaking of the rebrand, it's been about five years since you made that decision. How has it transformed and enhanced the business?
SMARTT: Oh, wow. Well, it's been transformative. You know, the TXB brand gave us a fresh platform to tell our story to our guests, our employees and our partners. It's helped us really elevate our food program, modernize our store design and even attract talent who want to be part of something bigger. We went from being a convenience store with food to a food brand that also sells fuel. So, I think that shift has redefined how people see us and how we see ourselves.
CSN: When people think of TXB, what do you want them to think of?
SMARTT: I want them to think of us as a food-forward
brand. A brand that is modern, authentic and has a team of talented individuals. A brand that is ever-evolving. And then, one that really cares about its team members, its communities and its partners. Our motto is “Leave ‘Em Better” and so we try to live that out every day, every week. And that's about leaving our community, our guests and our employees better off than they were before they knew us. I think if I could encapsulate all that, that would be how I want people to think about us.
CSN: What kind of company culture have you aimed to create at TXB?
SMARTT: Again, I think it sounds pretty simplistic and basic, but it's just our mantra of how we try to get up and do it every day, every week. Our culture is really rooted in being authentic and so my team members and other people have heard me say, “Hey, look, you might not like my conversation here, what I'm gonna say, but I'm gonna be authentic with you.” And so, I think it’s just being authentic people, hospitable people, having integrity — those same values behind our name, Texas Born.
When we came up with our story, the original thought and connotation was welcome to our home. We really wanted the authenticity, hospitality and integrity to feel like what you or I or anyone would extend in our home to somebody. And so, we've just tried to create that atmosphere from day one when we hire somebody, and all the way up. We want every team member to feel proud
Kevin Smartt aspires to make the lives of TXB's employees, guests and community better.
to wear that TXB logo and know they make a difference in the community. It's also a culture where ideas matter, where people can grow and where hospitality isn't just something we do, but it's really who we are.
CSN: How would you describe your leadership style?
SMARTT: I don't know. That's a good question. I think I'd call it servant leadership with the Texas edge. I think my role really is to empower people and give them the tools to succeed and then step aside so they can shine. I think most of my team would tell you I believe in transparency, accountability and making sure we enjoy the journey together. I mean, you really spend more time with your work family than you do your own family, right? So, I want that journey to be enjoyable for our team members. Business is serious work — it's every day serious work — but you know, you can't take yourself too seriously.
CSN: What is next for you and TXB Stores?
SMARTT: Well, continued growth I hope, but no pun intended here, smart growth. We're gonna keep expanding in Texas and maybe beyond at some point, always with our focus on food, technology and culture. I also see us leaning further into innovation. AI, sustainability, new store formats are all on the horizon. At the end of the day, I think the question we ask is simple, which is: How do we serve our guests better tomorrow than we did today? So, when we think about all these things I just mentioned, that is what's driving most of that for us. CSN
For the Love of the Industry
While Kevin Smartt may not have set out to create a career in convenience retail, he has made an indelible mark on the industry both professionally and personally.
Smartt’s influence extends beyond his company as he has served in several high-profile industry leadership roles, including chairman of global trade association NACS, chairman of Conexxus and chairman of the CocaCola National Retailing Research Council. He currently serves on the NACS Supplier Board, the board of directors for P97 Networks and various advisory boards supporting companies in the convenience, retail and technology sectors.
When asked what he loves about the industry, Smartt pointed to three things:
1. The People — “Whether it's our employees serving guests or fellow retailers who always seems to be willing to share ideas, this industry is built on resilient, hardworking people who care about their communities. I've been very fortunate with the folks I've surrounded myself with — hardworking people who care about people.”
2. The Collaboration — “I was part of an industry study group for twenty-something years. We shared ideas, we held each other accountable. Things like that have helped push me forward.”
3. The Evolution — “I love how much this industry keeps evolving. We're not just convenience stores anymore. I mean, we're competing in foodservice, technology, store design, and that makes it exciting to come to work every day.”
TXB offers made-to-order fresh food and a selection of curated private label products.
BETTING ON HIS TEAM
CELEBRATING CONTRIBUTIONS IS OF GREAT IMPORTANCE TO SUPPLIER INDUCTEE CHRIS
HOBSON
By Linda Lisanti
CHRIS HOBSON has experienced the convenience store industry from many sides.
After graduating from college, his first job was as a merchandiser and then sales representative for a family-run beverage distributor. From there, he became a manufacturer representative, calling on distributors and working with them on key accounts. He also did a stint as a market manager for 7-Eleven Inc. before joining Core-Mark, where’s he’s been ever since.
Throughout his 25-year career at the convenience distributor, Hobson has amassed a diverse background from serving in numerous executive-level positions. He was appointed Core-Mark’s president and CEO in January 2024 and now oversees roughly 12,000 associates.
These days, Hobson is focused on further elevating Core-Mark’s capabilities and driving future growth and performance. A key part of this is devising ways to leverage the competencies of its parent company Performance Food Group and sister company Performance Foodservice.
Collectively, more than 20% of food away from home for the American consumer comes from one of these companies. Hobson sees tremendous opportunity here.
While he’s focused on improvement and advancement, though, he makes sure to celebrate the accomplishments of his team and let them know their contributions are valued.
The newest supplier inductee into the Convenience Store News Hall of Fame recently sat down for an interview reflecting on his career in the industry and what he still hopes to accomplish.
CSN: What does it mean to you to be inducted into the Hall of Fame?
HOBSON: It means a tremendous amount to me. You know, I think about the culmination of my career. I've been doing this for 35 years, and 25 years at this company. I think about the industry, which serves over 160 million customers a day with U.S. sales of over $650 billion, and I'm just humbled to be considered a Hall of Fame member in this magnificent industry.
CSN: What do you love about the convenience store industry?
HOBSON: I know it's cliche, but it's really the people — the Core-Mark people I've been associated with and what we've accomplished, and all the retailers I've met and worked with that have become my friends since I've been in the industry, and same with the vendors. I still have vendors today that I remember from 25 years ago; we stay in contact. So, I think that's a real special piece about the industry and you
know, I'd say the characteristic is they're all so humble and willing to help, and that's what I've found as a constant throughout my career.
I also love that the industry is willing to change as the consumer evolves. I think of foodservice in my time in the industry, how much that has changed and how the prominent retailers have really become a foodservice destination for many consumers. And I think that's taking place now, as you know, [with] the transformation of nicotine; how it used to be combustible cigarettes and that's evolving to alternative nicotine. And it's just so many things like that where the industry is constantly adapting.
CSN: When you think about your tenure at Core-Mark so far, what highlights and achievements come to mind?
HOBSON: When I started with Core-Mark in 2000, we really were a regional distributor out of the West Coast, and we were $3 billion in size. Today’s Core-Mark is over $25 billion [in size] and we are the largest distributor in the convenience channel. I mean, that's just an amazing journey along the way and we're just very proud of that.
I also think about what Core-Mark has done in fresh food. I think it was the year 2008, we relaunched the company image and created an opportunity with fresh food — to provide fresh sandwiches, deli items and bakery items to anybody that we served. We were really the first to do that. I also think about when I started with the company, primarily dairy was what we would call DSD distributed
Chris Hobson has served in many executive-level positions during his 25-year career at Core-Mark.
SO MANY REASONS TO SMILE
and we worked immensely on our supply chain to take on the dairy category. Today, we service over 20,000 stores with our dairy program. So, those are things that come to mind as I think about the transformation of Core-Mark and what we've accomplished.
I'd say the last thing I'm really proud of is we had an initiative about 15 years ago that we called the Vendor Consolidation Initiative. What that was about is talking to small-format stores about their supply chain and having them understand the cost of all the various DSD vendors and what would happen if you were able to take some of those products, put them on your primary distributor's truck and lower your cost of goods, increase your in-stock levels and things like that. It really helped out immensely with our customer base.
CSN: How would you describe your leadership style?
HOBSON: I think we like to take calculated risk, and we've done that recently. We want to build infrastructure for the future, before we need it. We want to invest in technology. We really want to bet on ourselves and bet on Core-Mark that we can make it happen.
I think that the team is relatively strategic. We use data to drive our decisions and to look at our opportunities. We do take the time to celebrate. I think that's really important. We take a breath and look at what
“We do take the time to celebrate. I think that's really important. We take a breath and look at what we've accomplished before we take off on the next opportunity.”
— Chris Hobson, Core-Mark
we've accomplished before we take off on the next opportunity.
I also am very proud of the organization and how we give back to the communities we serve. We started a foundation called the Core-Mark Families Foundation a few years back and it helps our associates and the children of our associates obtain a college degree or an enhanced learning degree. We've funded over $1 million in that program. And recently, I've been working with the Boys & Girls Club of America on a partnership and that's really done tremendous things. So, I'm really proud of all those things under my current leadership.
And ultimately, I'd say the last thing is I really want our people to feel great about their contribution in the organization. I think when everyone feels that way, their contributions are that much greater.
CSN: What is next for you and Core-Mark?
HOBSON: I think we need to do even more with food and what the company can bring to bear with our foodservice capabilities. We've got to bring our endless aisle concept to life and we're working on that diligently as I speak — the idea that a retailer can order something that doesn't have a lot of velocity, like a store supply, and it can actually come from an e-commerce network within our company. So, those are really important things for us. I think we need to lean more into technology, both internally and externally, whether it's artificial intelligence or advanced analytics, to make it easier for our customers to do business with us and also our vendors. So, that's really what we're trying to accomplish. CSN
Core-Mark gives back to the communities it serves.
HIGH ACHIEVERS
This year’s class of Future Leaders in Convenience are thriving early in their careers
By Melissa Kress, Tammy Mastroberte & Danielle Romano
FROM RISING UP THE RANKS at the convenience store industry’s largest companies to helping family businesses keep pace in today’s rapidly changing environment, this year’s Future Leaders in Convenience (FLIC) awards recipients are an impressive bunch.
Convenience Store News’ FLIC awards program, now in its eighth year, recognizes up-and-comers working in the convenience channel who are already making significant positive contributions to their companies and the industry
at large. The winners were chosen based on nominations received from their companies and peers that highlighted notable achievements over the past 12 months.
This year’s 42 FLIC honorees, hailing from 27 convenience store industry retailer, distributor and supplier companies, will be celebrated at the 2025 Future Leaders in Convenience Summit, taking place Dec. 8-9 in Austin, Texas.
THE 2025 FUTURE LEADERS IN CONVENIENCE ARE:
Daniel Ansong Manager, IT GRC
Casey’s General Stores Inc.
• Ansong leads the convenience store chain’s IT Governance, Risk and Compliance (GRC) team, focusing on technology risk and policy management, SOX and PCI compliance, third-party risk and disaster recovery.
• This year, he supported multiple implementations and migrations. Following Casey’s 2024 acquisition of nearly 200 stores, his team led the IT controls design and implementation. Ansong also drives automation to streamline control execution, evidence collection and reporting for decision-making. He bridges audit expectations and business goals, driving collaboration on risk-based strategies.
• Ansong is cofounder of the Community of Governance and launched MOSAIC, Casey’s multicultural resource group. He’s been recognized with a Casey’s CARES Award and was a 2024 Tech & Data Leader of the Year finalist. This year, he received 2025 Impact Team Member of the Year and Community Hero awards.
Lisa Blakeley-Snyder Head of Recruiting Road Ranger
• Blakeley-Snyder joined Road Ranger as a HR specialist in 2020 and worked her way up to her current role, where she manages all recruitment operations for 55 travel center locations, including eight different quick-service restaurants across seven states. She leads a team of four recruiters and one talent acquisition specialist.
• Among her many accomplishments in the past year, the honoree assisted in planning the first Manager Leadership Summit, implemented a Recruiter of the Month leaderboard, and created a new goal-setting objective for her team with “Bingoals.” She also restructured the recruiting department, which resulted in two team members being promoted and the company saving nearly $55,000 annually in salary dollars.
• Blakeley-Snyder was previously recognized as a Rising Star winner in Convenience Store News’ 2024 Top Women in Convenience awards program.
Meredith Canova IT Project Manager II EG America
• In just over two years, Canova advanced from junior project manager to a trusted IT leader at EG America, demonstrating exceptional drive, skill and commitment to excellence. She leads high-impact technology initiatives that strengthen the company’s retail operations, digital platforms and complex software implementations, earning a reputation as the go-to leader for critical, fast-paced projects.
• Canova was selected by leadership to support EG America’s customer loyalty program, where she improved processes, enhanced visibility and streamlined workstreams — delivering ahead of schedule and under budget.
• She received EG America’s Road Less Traveled Award, which recognizes IT innovators who challenge the status quo. Through her leadership, collaboration and mentorship, Canova consistently delivers measurable results, strengthens team capabilities and stands out as a high-impact leader within EG America and the broader industry, her nominator said.
Nick Capristo
Senior Product Manager Alimentation Couche-Tard Inc./Circle K
• Capristo leads the global strategy and execution for one of Alimentation Couche-Tard (ACT)/Circle
K’s most innovative and customer-facing programs, Smart Checkout. His responsibilities encompass end-to-end product ownership, overseeing feature development, managing vendor relationships and ensuring successful launches across international markets.
• Among his most significant achievements, Capristo helped the Smart Checkout program surpass 1 million daily transactions. He also spearheaded a successful launch of Lift on Smart Checkout, an upsell platform that enhances the value of each transaction.
• Capristo was nominated by ACT to attend an exclusive innovation program at MIT. This opportunity is reserved for high-potential leaders who are shaping the future of the business, according to his nominator.
Cathlin Carlson Product Manager, ICX Experience Team
Casey’s General Stores
Inc.
• Carlson is in charge of the Loyalty, Omnichannel Marketing and Team Member Experience IT teams. Her primary responsibility is to define and execute a clear product vision for her teams that aligns closely with organizational goals while staying attuned to the evolving needs of customers and employees alike.
• She played a central role in the rollout of kitchen ordering improvement, production planning tools and the integration of Jolt label printers. Carlson also helped champion the Kitchen 5S Initiative, which transformed Casey’s kitchen workflows by improving cleanliness, consistency and efficiency.
• Carlson’s team was named the Casey’s Impact IT Team of the Year at the retailer’s annual Tech & Data Awards. This prestigious internal accolade celebrates the team that goes above and beyond to drive meaningful change at Casey’s.
Charlie Conlon Director of Finance
Casey’s General Stores Inc.
• Throughout his tenure at Casey’s, Conlon has supported nearly all aspects of the business, including store operations, merchandising, self-distribution, HR and corporate strategy. He joined Casey’s in 2017 and advanced through various finance roles of increasing responsibility before assuming his current position in 2022.
• Today, he plays a central role in preparing and communicating monthly results, ensuring that leadership has the insights needed to make informed decisions to drive the business forward. He was pivotal in the financial modeling and valuation efforts for Casey’s acquisition of Fikes Wholesale/CEFCO in 2024. He also led the financial planning and KPI tracking for Casey’s AOP and its current three-year strategic plan.
• Last summer, Conlon completed the NACS Financial Leadership Program at Wharton, and he is actively engaged in Casey’s internal professional development efforts.
Caitlin Crutchfield
Manager, Strategic Sourcing 7-Eleven Inc.
• In October 2021, Crutchfield transitioned to 7-Eleven Inc. shortly after its acquisition of Speedway LLC, where over nearly eight years, she advanced through a series of increasing roles. At 7-Eleven, she’s continued her ascent within retail category leadership. Crutchfield’s responsibilities in her current role center on identifying cost-saving opportunities, optimizing the procurement of store supplies, and implementing new delivery solutions to support store operations.
• Through her efforts around sourcing, vendor optimization and operational efficiency, Crutchfield removed substantial costs in the past 12 months, having a direct and measurable impact on the company’s bottom line.
• In addition to her financial achievements, she has spearheaded initiatives that have enhanced the responsiveness and reliability of supply chains, ultimately benefiting 7-Eleven’s store teams and improving the customer experience.
Thomas Denardo National Service Director
Everest Ice and Water Systems
• Denardo, nominated for his previous role as national service manager, was recently promoted to the title of national service director.
Over the past three years, he transformed Everest’s operations into a proactive, technician-driven program, achieving a 99% customer satisfaction rating. He now leads the company’s service and onboarding departments, ensuring fast expert support and smooth installations.
• When he joined Everest, no external service network existed. Denardo built one from the ground up, signing PepsiCo, Tech24, Ken’s Beverage and Newco as official national service providers. He also coordinated installation and service operations for Everest’s expansion into major convenience store chains, including Wawa, Circle K and 7-Eleven.
• Denardo was honored as a 2025 “40 Under 40” recipient by Automatic Merchandiser/Vending MarketWatch. This award recognizes rising leaders shaping the future of convenience services.
2025 FUTURE LEADERS IN CONVENIENCE
Congratulations to this year’s Future Leaders in Convenience, especially our very own! These incredibly talented team members have made a lasting impact on our organization. We’re
Jimmy Dugal
Financial Planning & Analysis Manager
Parker’s Kitchen
• Dugal creates and maintains the five-year forecast model to support Parker’s Kitchen’s ambitious growth plan for expansion into new and existing markets. He is also working currently with the business intelligence department to integrate reporting into Microsoft Power BI, an interactive data visualization software tool.
• He joined Parker’s Kitchen in 2021 as a financial analyst, where he onboarded the company’s first budgeting software. He also streamlined Parker’s monthly reporting process and developed a cashflow model to accurately forecast all aspects of the income statement and balance sheet. Within a year, he was promoted to his current position.
• Dugal played a pivotal role in leading his team’s cash flow modeling and forecasting efforts for Parker’s Kitchen to secure a $900-million syndicated credit facility to support its strategic expansion.
Ashley Evans
Fresh Food & Dispensed Beverage Manager bp Products North America
• Evans began her career as an associate at Thorntons. She was promoted into increasing roles within operations, eventually running a district, and then was brought into the Store Support Center to help refine programs that would be rolled out chainwide. When bp acquired Thorntons in 2021, she was identified as key talent and joined the merchandising and marketing organization to oversee foodservice for all bp’s brands, which today includes ampm, Thorntons and TravelCenters of America.
• Among her recent achievements, Evans is lauded for developing and launching a new pizza program for the Thorntons and ampm banners; helping to implement a proprietary food planning and production module; and bringing the Thorntons fresh bakery program back online.
• Evans is one of only a handful of employees, out of a program of 80,000 worldwide, that has been identified by bp as a Future Level Leader.
Madison Everett
Director of Category Management, Packaged Beverage, Alcohol & Dairy EG America
• Everett heads the entire cold vault portfolio for EG America’s retail network, which encompasses 1,500 stores across 10 banners in 26 states. She leads a team of five assistant and associate category managers, developing and executing revenue-driving strategies, promotional programs, planograms and operational resets.
• In the past year, Everett led multiple strategic initiatives, one of which included driving a packaged beverage share turnaround through curb-to-counter marketing campaigns. As a result, EG America ranked among the top 10 retailers for the summer Red Bull promotion and delivered more than 20% growth. In addition, she partnered with local universities to create co-op and intern programs, supporting future talent pipelines.
• Everett received EG America’s 2024 President Award for Revenue Driver of the Year. She’s also earned certification from the NACS Women’s Leadership Program at the Yale School of Management.
Jordan Fitzsimmons
Product Manager, Digital Experience
Casey’s General Stores Inc.
• As the former head of the IT Product Coaching organization at Casey’s, Fitzsimmons guided 12 development teams and a product group of 20-plus people. He eventually transitioned product coaching back to the teams themselves, reinforcing team ownership and maturity, and freeing him to focus on higher-impact initiatives.
• Fitzsimmons is now leading Casey’s digital modernization initiative, a high-visibility effort focused on transforming the guest experience across all digital touchpoints. At the heart of this is the complete redesign of Caseys.com and Casey’s mobile app, two platforms that serve more than 9 million guests and are central to the company’s digital strategy.
• At the annual Casey’s Tech & Data Awards, Fitzsimmons received the peer-nominated Mentorship Champion award, which recognizes an individual who consistently invests in the growth and success of others.
Wildhorse Cigarettes
•
Nate Flick
Owner/General Manager Godega Market
• In his position, Flick guides the overall direction of Godega’s business, overseeing two locations and a growing team of 25 employees. Day-to-day responsibilities range from culinary development to curating product selection, social media campaigns, hiring, brand development and culture leadership.
• In the past year, Flick hit a number of milestones. The first was opening the second Godega location, which is nearly triple the size of the original. He also built out and launched an expanded kitchen program with a lineup of grab-and-go items; and introduced “House Blend,” a daytime party series featuring DJs and house music.
• In addition to being featured in local publications, Godega Market has been included in Yelp’s “Top Places to Drink.” Both locations have a liquor license, helping to diversify revenue and drive customer engagement.
Korynne Foote
TA Project Manager, Employment Branding & Recruitment Marketing
7-Eleven Inc.
• Foote leads efforts to shape and elevate 7-Eleven’s employee value proposition across digital and in-store channels. She has driven several high-impact initiatives, including national hiring events, the launch of new talent technologies like Workday and Paradox, and the strategic overhaul of the company’s career site.
• Her rebranding of 7-Eleven’s digital hiring platforms helped boost LinkedIn follower growth by 22.62%, directly contributing to increased applicant traffic. She founded and now leads the HR and Talent Communication Teams, improving internal alignment, breaking down silos and creating a more agile HR function.
• Foote is a graduate of both the 7-Elevate and 7-Engage leadership development programs. This year, she was honored with the Trailblazer Triumph Award, a prestigious, peer-nominated accolade within the 7-Eleven talent organization.
Amanda Funderburg
Fuel Manager, Coastal Carolina Business Unit
Alimentation Couche-Tard Inc./Circle K
• Starting as a fuel analyst, Funderburg was promoted to fuel manager within her first year at the company. She is now responsible for developing and executing fuel pricing strategies, and leads a team of two fuel analysts. Funderburg is already a part of succession planning with a clear path toward a future role either within ACT’s global fuels team or at the director level within a business unit fuels team.
• Tasked with becoming an expert on a new pricing system, Funderburg led the transition for her team and became a go-to resource on pricing systems for fuel managers across North America. She also became the face of the Coastal Carolina Fuels Team, presenting the business plan to store operations in a series of regional meetings.
• Funderburg received the Circle K Values Award for exemplifying the spirit of collaboration and leadership.
• Holmes leads a team of five representatives and is in charge of the foodservice and coffee c-store business for 300 stores, with $19 million in revenue. She began her career at Harbor Wholesale as a merchandiser and quickly rose through the ranks to foodservice sales developer before being promoted to her current position.
• Her sphere of influence has been instrumental in fortifying Harbor Wholesale’s business and helping its c-store customers grow in Oregon and northern California. In the past 12 months, she has grown the foodservice business in her region 10% year over year.
• Last year, Holmes was one of three honorees selected from a pool of 150 eligible candidates for the 2024 Harbor Wholesale Leadership Award.
• Huetz joined ITG Brands as an assistant brand manager supporting its mass market cigar portfolio. His ability to translate complex business analytics into actionable strategies coupled with his deep knowledge of trade marketing and category dynamics quickly set him apart, and he was promoted to his current role within a year.
• Today, Huetz plays an important role in shaping brand strategy, driving marketing execution and guiding cross-functional communication to meet ITG Brands’ goals. He leads key initiatives that span from high-level planning to hands-on implementation, ensuring all campaigns and product launches are executed with precision and impact.
• Huetz has been recognized several times by the executive leadership team for his exceptional performance and for setting new standards in brand management and analytics.
Raeleigh Joyce
Corporate Services Supervisor EG America
• Whether she’s assisting with an environmental scan, hosting a 200-person networking event or coding thousands of dollars’ worth of invoices, Joyce’s sphere of influence extends across all departments. She was recently featured in EG America’s “Day in the Life” video series, which highlights the day-to-day activities of those team members who excel in their roles and make measurable contributions to the organization.
• Joyce contributed to the development of the Corporate Services Dashboard. Now, team members can easily submit their requests, which are then fulfilled quickly and efficiently. Since its launch in May 2024, more than 3,000 requests have been processed.
• Joyce supports EG America’s four employee resource groups, assisting with planning and providing facility support for the numerous events held throughout the year.
Lawson Kluttz
Director, External Relations
Reynolds American Inc.
• Kluttz drives public policy strategy and execution, as well as key federal issues that impact the industry. His sphere of influence spans from local retailers to state and national associations. He works closely with internal and external stakeholders to ensure a strong and unified strategy to address the complex and evolving political and regulatory challenges facing the industry.
• Over the past year, Kluttz has delivered effective results in legislative and regulatory arenas. His leadership has been pivotal in securing key victories on issues such as illicit vapor enforcement measures, helping prevent detrimental flavor restrictions, and defending against tax increases that would burden retailers, wholesalers and consumers.
• Kluttz was recently honored with two awards: the 2024 Regulatory Engagement Strategy Team Award from Reynolds, and the 2024 Industry Advocate Award from the Florida Association of Wholesale Distributors.
Jessica Lannigan
Petroleum Project Manager
GPM Investments LLC
• A trusted leader and go-to resource for cross-functional teams navigating complex environmental obligations, Lannigan oversees environmental compliance for more than 500 dealer-operated sites spanning multiple states. Her responsibilities include, but are not limited to, coordinating state-mandated compliance testing, handling regulatory correspondence, and leading incident response efforts.
• Lannigan is active in GPM’s Environmental Compliance Leadership Group. She was nominated for her previous role as regional environmental manager, and was promoted to petroleum project manager in October 2024.
• Between May 2024 and April 2025, Lannigan led the implementation of an enhanced leak detection tracking process that reduced unresolved reporting issues by 42%. She also onboarded 63 newly acquired sites and introduced a proactive dealer engagement campaign that increased documentation response rates by 28%, contributing to a 100% compliance submission rate for monthly monitoring during the first quarter of 2025.
Brittany Luke
Senior Graphic Designer
Krispy Krunchy Chicken
• Luke leads the design and visual execution of the brand's high-impact marketing and advertising efforts. She creates compelling in-store promotional signage, trade publication advertisements, packaging designs and other marketing materials that enhance Krispy Krunchy Chicken’s nationwide presence. She joined the brand in January 2017 as a graphic designer and was elevated to her current role in September 2024.
• Among her accomplishments in the past year, Luke led the design for the Krispy Krunchy Chicken Boston Red Sox partnership, including concession stand signage, homepage takeover graphics, custom partnership packaging and more.
• She collaborates closely with the sales, marketing and leadership teams, demonstrating both strategic insight and design excellence. Last year, she received Krispy Krunchy Chicken’s imPECKable Standards Core Value Award.
Sean Lyons
Fuel
Pricing Analyst EG America
• Lyons manages pricing and analytics for several hundred store locations across the organization. He’s helped develop tools outside of the pricing software to analyze the impacts of various strategy tests and changes over time to support, refute or amend current strategy and maximize both fuel and inside performance. The success of these analytics elevated his influence on fuel pricing to more locations.
• In addition, Lyons created and maintains cross-departmental analytic dashboards capable of juxtaposing inside and outside relationships. He also developed and maintains cost dashboards capable of ensuring proper cost by terminal, carrier, state tax and other important metrics, ensuring the fidelity of margins.
• “Sean is exceptional at the development and implementation of data-driven systems and tools that provide indispensable insight and maximize performance,” his nominator said.
Matt McHale
Assortment Manager, Water
& Front End Wawa Inc.
• McHale manages and implements assigned CPG category processes, oversees current product platforms, supports new product rollouts, and collaborates daily with vendors and stakeholders to achieve operational goals. He began his career at Wawa 15 years ago working in the store and has since held roles in store operations and corporate marketing. He was promoted to his current position earlier this year.
• The categories he leads have exceeded expectations, ranking in the top quartile for top- and bottom-line growth across all packaged and foodservice categories storewide for three consecutive years. He is frequently recognized by category captains and supplier partners for excellence in joint business planning and space optimization.
• McHale mentors associates who are interested in marketing and has guided multiple team members to promotions by helping them create career development plans.
Cameron McNamara Manager,
Third Party Account Management Altria Group Distribution Co.
• McNamara was nominated for his accomplishments as associate manager of thirdparty implementation at Altria, where he oversaw eight technology vendors supporting the company’s digital trade program, loyalty and scan data initiatives. He was elevated to manager on Oct. 1.
• He prioritizes development that supports retailers and drives digital growth in c-stores. In his first year as part of the Third Party Implementation Team, McNamara worked with National Retail Solutions (NRS) to increase Altria’s Digital Trade Program and Personalization Plus participation from 400 stores to 1,482. He is the first at Altria to ever win the NRS Preferred Partner Award.
• McNamara has received 128 SNAP Awards from peers, management or field and account teams at Altria. This is the highest number received on his team by almost double.
Skyler Mills
Senior Account Manager Primo Brands
• Mills’ primary focus at Primo Brands is driving profitable growth through strategic planning, customer relationship development and execution of tailored programming. He also leads annual joint-business planning with priority customers, builds customer-specific promotional calendars, and develops growth strategies that reflect both consumer behavior and operational constraints.
• In the past year, he delivered outstanding results in sales growth, strategic execution and customer development, his nominator said. Mills helped reverse a multiyear decline within his customer base and contributed to the team surpassing its annual goal. He secured thousands of new points of distribution and executed promotional programs that will generate incremental volume with top-tier retailers through 2025.
• Mills’ influence extends to mentoring peers, supporting the broader sales organization, and challenging legacy approaches to drive smarter, more customer-aligned outcomes.
Angelica Morrow Director of Marketing Bosselman Enterprises/Pump & Pantry
• Morrow leads the marketing strategy across all of Bosselman Enterprises’ business units, including Pump & Pantry, Boss Truck Shops and Bosselman Travel Centers, aligning initiatives that drive customer engagement and build brand equity. Her role spans brand development, campaign strategy, digital and social media marketing, team leadership and managing the company’s mobile app.
• Her leadership has helped elevate loyalty program performance, proving her ability to translate marketing strategy into operational results. From March to May 2025, year-over-year results included: the number of active guests growing 11.25%, inside spend rising 9%, and gallons sold increasing 7.25%.
• Since joining Bosselman Enterprises, Morrow has demonstrated both the capabilities and potential to eventually move into an executive leadership position within the organization, her nominator stated.
Bre Otero
Director of Revenue & Global Marketing PDI Technologies
• Otero leads the organization’s demand generation strategy, aligning marketing and sales to drive measurable pipeline growth. She is instrumental in enhancing brand visibility, generating qualified leads, and optimizing the marketing funnel to achieve consistent revenue growth. Over the past seven years, Otero has steadily risen through the ranks, culminating in her promotion to her current role in 2023.
• According to her nominator, Otero is leading the organization to exceed its pipeline goal by 145%, driving double-digit revenue growth and contributing significantly to PDI's global success. She is also celebrated for executing the strategy behind the PDI Connections Live quarterly virtual events, which extend the success of the company’s annual in-person conference into a year-round engagement platform.
• Otero is the recipient of two of PDI’s top employee recognitions: the Friend of Sales Award and the Marketing MVP Award.
Patrick Raycroft
Partner, W. Capra CEO/Cofounder, Axonet
• As part of his day-to-day leadership of Axonet, a c-store retail media network that he cofounded and runs as CEO, Raycroft provides operational oversight and guides market direction for retail media in the convenience industry. He also plays an active external role in influencing the broader conversation around retail media, helping to shape the industry's future through thought leadership and direct collaboration with CPGs, agencies and retailers.
• Raycroft also continues to provide strategic direction and oversight to Axonet's parent company, W. Capra, where he began his career as a consultant. He ensures the firm delivers the services needed to help the convenience industry prepare and transform to meet the changing demands of convenience retailing.
• He received internal recognition as the Top Innovator within W. Capra in 2024 for his ability to predict trends and deliver against them for the firm’s clients.
WARNING: This product contains nicotine. Nicotine is an addictive chemical.
Nick Rech
Regional Sales Manager
Johnsonville LLC
• Rech began his career at Johnsonville as a sales representative focused on driving growth across Texas, Oklahoma and Louisiana. Through a combination of strategic distributor management and strong relationships with mid-tier chain retailers, he quickly delivered measurable results. His continued success and growing influence within the organization led to his promotion to regional sales manager.
• His region has experienced sustained multiyear growth driven by strategic account development through top 100 and mid-tier retailers, distributor execution and broker leadership. In 2024, Rech contributed to a 19% volume increase and is helping pace another year of double-digit growth in 2025.
• Rech leads Johnsonville’s Culture Tiger Team, an internal initiative focused on strengthening company culture, engagement and shared values across departments. He is also a member of the company's Corporate Advisory Team, a select group of cross-functional leaders focused on shaping the company’s future.
Michael Rzeznik Cofounder & Chief Technology Officer Rovertown
• Rzeznik successfully leads Rovertown’s engineering team. In addition to developing innovative new features on the platform, he ensures that Rovertown integrates seamlessly with nearly two dozen technology partners across loyalty, mobile ordering, payments, delivery, car wash subscriptions, tobacco offers and more.
• Among his accomplishments, Rzeznik oversaw the Mobile Payment Processing Application (MPPA) integration for The Spinx Co.’s mobile app — one of the first retailers in the convenience industry to meet the new standard. He managed the complex coordination between multiple third-party integrations, accelerating Spinx’s digital payment capabilities and driving customer adoption.
• With the rapid growth of artificial intelligence, Rzeznik has refactored Rovertown’s data warehouse and processing systems to handle billions of data points in real time. As the technology behind the Rovertown platform becomes increasingly complex, Rzeznik remains an essential figure for both the future of the company and the broader industry, his nominator said.
Justin Shelton
Director of Finance & Planning, Global Franchise Alimentation Couche-Tard Inc./Circle K
• Shelton recently transitioned into a director role, replacing a 30-year tenured leader in the ACT division who had more than two decades of franchise leadership experience. He did so without missing a single deliverable, report, period close or departmental requirement in the first year, according to his nominator. Shelton completed the division’s annual budget and business plan within his first two months in the role, with final performance exceeding EBIT targets.
• Additionally, Shelton recruited and onboarded four key team members within the first six months of assuming his new position. The honoree is also lauded for developing and launching Smart Training, a video-based program that significantly streamlined live training for new dealers, transfers and manager replacements.
• His nominator noted that Shelton is being included in ACT’s succession planning with a clear path for future growth within the organization.
Amanda St. Romain
Marketing Director St. Romain Oil Co./Y-Not Stop
• St. Romain joined the family business in 2012 and built the marketing function from the ground up by establishing brand standards, leading community outreach efforts and eventually evolving her role to include digital strategy and innovation. Today, she manages the Louisiana-based company’s overall brand presence.
• In the past year, she played a key role in launching La One Foods, the company’s new boudin and sausage production facility. The launch introduced smoked sausage, fresh sausage and boudin into Y-Not Stop locations in take-home formats — representing a major step forward in product development, brand expansion and revenue diversification.
• St. Romain led the marketing and communications for the launch, achieving strong customer adoption and brand cohesion. The effort, her nominator said, exemplifies how she continues to innovate while staying closely connected to the communities the company serves. Y-Not Stop has built a reputation as a locally authentic company.
Emily Trotz
Senior Manager, Digital Programs
Altria Group Distribution Co.
• Trotz, who joined Altria after college as a sales manager, now leads the company’s digital programs, expanding access to actionable data and driving consumer engagement across retailer digital platforms through delivery and personalization.
• Most recently, she led the redesign of Altria’s Digital Trade Program to align with company goals, support loyalty utilization at retail, and further digital adoption in the convenience channel. She’s worked cross-functionally with the digital implementation and enablement teams to grow Personalization Plus in retail by 20%.
• Trotz has received numerous recognitions internally from peers, field and account teams, and management for her leadership in advancing Altria’s digital programs. She is the cochair of the Women in Sales Network (WSN) employee resource group at Altria and has been a part of the WSN Steering Committee for the past four years.
Joseph Truesdell
Social Engagement Manager QuikTrip Corp.
• Truesdell started his journey at QuikTrip as a part-time clerk in high school. Over the past 17 years, he has progressed to become a leader on the digital marketing team, where today he manages social media platforms and directs the convenience retailer's agency and creative teams on social engagement.
• In partnership with QuikTrip's creative agency, he took the retailer's social media reach and performance to staggering new heights. QuikTrip moved from a quiet, invisible convenience store chain to a visible, relevant force across all its social media platforms.
• Truesdell also launched an online branded merchandise store showcasing unique, on-brand, curated offerings that are cross-promoted through influencer marketing. This is just one example of how he is often at the forefront of creative ideation, according to his nominator.
Lauren Tycom
Manager, Inbound Transportation & Replenishment 7-Eleven Inc.
• During her six years at 7-Eleven, Tycom has increasingly gained more responsibility. She began as a demand planner before being promoted to senior supply chain analyst and then to her current role as manager of inbound transportation and replenishment in 2024.
• Tycom significantly improved the distribution center fill rate, boosting it by 57% in the second half of 2024 to achieve a consistently high fill rate of more than 93% for stores. This momentum has continued into 2025, with the fill rate averaging above 95%. She has also maintained inventory at a best-in-class two to three weeks.
• She was a key contributor to the successful planning and implementation of a new dedicated distribution center. Tycom showcased exceptional skill in "doing more with less," meticulously developing numerous processes that were essential for the facility’s successful go-live, her nominator noted.
Alex Vanick
Field Category Manager, Northern Tier Business Unit Alimentation Couche-Tard Inc./Circle K
• Vanick's adaptability, strong business acumen and commitment to continuous learning and leadership have driven his career path at ACT from assistant store manager and food merchandising quality technician to corporate positions including category specialist, category manager for food, and category manager for packaged beverage.
• In his current role, Vanick aligns data-driven insights with merchandising strategies to drive performance and profitability at both the store and business levels. He completed the Category Management Training Program and brings valuable analytical expertise from his previous role, where he drove data-informed promotional strategies.
• Vanick was honored as a Core Values Champion for consistently demonstrating collaboration, integrity, ownership and a winning mindset. He also participated in ACT’s leadership mentorship program, where he focused on strengthening cross-functional leadership and analytical capabilities.
Austin Wagner
Retail & Dealer Representative Wagner Oil Co.
• Wagner spent his formative years learning the retail side of convenience by working alongside his father and grandfather at Wagner Oil Co. After earning a degree in business management, he joined the family business and has made significant strides in expansion and operational excellence.
• In his current role, Wagner manages relationships and operations across more than 40 fuel-supplied convenience store locations, both Shell branded and unbranded. His responsibilities include supporting retail partners, ensuring brand consistency, and helping to oversee fuel distribution logistics. He also acts as a backup dispatcher, providing essential operational support.
• His drive and entrepreneurial mindset led him to become owner of an Erbert & Gerbert's sandwich franchise, cobranded with one of Wagner Oil's Shell-branded stores. Through his role as a franchise owner, Wagner manages retail foodservice operations and coordinates business strategy for the cobranded location.
Jessica Weese
Field Sales Merchandiser 7-Eleven Inc.
• Weese has consistently taken on roles that demand excellence in leadership and innovation, her nominator said. Most recently, she stepped in as interim market leader for the Seattle market while continuing to lead her other market zones.
• She successfully led her market to become one of only two selected nationwide to pilot the Retailer Initiative (RI) Model Market Program. Under her guidance, her market achieved a RI Score of nearly 60%, the highest in the zone. She also pioneered an approach to Retailer Initiative that was adopted regionally and nationally, showing measurable improvements in profitability and operational execution.
• Additionally, Weese authored and presented the Zone Fresh Food Consulting Playbook, elevating national conversations around food profitability and coaching area leaders to consistent execution. She is the Region Learning Ambassador, responsible for coaching a team of 10 area leaders who train 65-plus peers.
Katie Wells
Senior Demand Planner
Casey’s General Stores Inc.
• Wells joined Casey's two years ago as a demand planner for cigarettes and tobacco, bringing prior experience on the supply side to her position. Last fall, she played a key role in coordinating and supplying a comprehensive cigarette and tobacco fixture reset for all 2,700 Casey’s locations.
• She also developed and spearheaded a major project focused on improving in-stock for Zyn SKUs.
In October 2024, Casey’s shipping performance exceeded supplier targets by 34% and year to date in 2025, the retailer has shipped 106.7% over 2024 levels — well above the national average of 50.1%.
• Wells is a founding member of the Fresh @ Casey’s group, an internal organization centered around orienting new hires. She’s also a member of iWill (Women Inspired to Lift and Lead) internal resource group as part of the philanthropic committee.
Elaine Williams
Senior Manager, Talent Management & Development 7-Eleven Inc.
• Since joining 7-Eleven nearly four years ago, Williams has evolved from executing projects to owning and shaping programs that influence the organization’s approach to talent development, succession planning and employee engagement.
• In the past year, she led a full-scale modernization of the human resource planning process. She introduced improvements to goalsetting, mid-year reviews and succession planning, resulting in a more dynamic, year-round approach to talent development. She also designed a new high-potential employee program to better identify and nurture emerging leaders across the company.
• Williams was selected to participate in 7-Elevate, a six-month leadership development program designed for high-potential employees who are on track for future leadership roles. Additionally, she was nominated for 7-Emerge, another prestigious program focused on accelerating the development of emerging leaders.
Supporters of the 2025 Future Leaders in Convenience program include: founding and presenting sponsor Reynolds American; and silver sponsors Altria Group Distribution Co., Core-Mark
Michael Wood Advertising Specialist Hot Spot Convenience Stores
• Wood manages in-store advertising, digital marketing, app development, coordinating monthly promotions, managing Google reviews and overseeing social media platforms. His diverse skillset, dedication and leadership qualities make him a strong candidate for advancement within the company, Wood’s nominator said.
• The honoree consistently takes the lead on projects and delivers outcomes that exceed expectations. For example, he significantly boosted Hot Spot's Facebook followers to more than 103,000, showcasing his exceptional capacity in social media management.
• His efforts have helped Hot Spot achieve several prestigious accolades, including Best Craft Beer Store, Best Company to Work For, Best EcoFriendly Company, and Convenience Store News’ Foodservice Innovator to Watch award for 2025.
Hussein Yatim Vice President Yatco
• Yatim plays a key role in driving Yatco’s corporate strategy and growth initiatives. He helps lead efforts related to new-to-industry development and strategic acquisitions, expanding the Massachusetts-based company’s footprint across the region.
• In the past year, he oversaw the opening of five new retail locations and conducted due diligence for additional sites that are in the pipeline. One of his most impactful achievements was securing national and regional quick-service restaurant partners for Yatco’s newest multitenant developments.
• In addition to his work on growth and expansion, Yatim oversees Yatco’s marketing team, where he manages the loyalty program, merchandising strategies, and leads brand development through innovative store design and layout. He oversaw the development of a second-generation mobile app and helmed the rebranding of the company’s retail locations from Yatco Food Mart to Yatco. CSN
A NIGHT OF CELEBRATION & INSPIRATION
A new
class of honorees is recognized at the 2025 Top Women in Convenience Awards Gala
By Danielle Romano
“TOGETHER, WE THRIVE” was the theme of Convenience Store News’ 12th annual Top Women in Convenience (TWIC) Awards Gala, which honored the convenience store industry’s top female leaders and up-and-comers against the backdrop of the 2025 NACS Show.
The sold-out event, held Oct. 15 at the Marriott Marquis Chicago, celebrated the accomplishments of 100 women who are making their mark on the c-store industry. The 2025 TWIC class is comprised of 39 Senior-Level Leaders, 45 Rising Stars and 10 Mentors from across the industry’s retailer, distributor and supplier communities. In addition, a record six Women of the Year were honored during this year’s event.
TWIC is the first and still only c-store industry program that spotlights the integral role women play in convenience retailing and celebrates individuals for outstanding contributions to their companies and the industry at large. To date, nearly 800 women have been recognized as part of this annual awards program.
The Importance of Humble Leadership
Keynote speaker and former TWIC Woman of the Year Renee Bacon, senior vice president of sales and operations and chief merchandising officer for Murphy
USA/QuickChek, acknowledged that being a leader can be overwhelming and complicated at times.
Bacon, an avid reader, told the audience that some of the best leadership advice she gained didn’t come from a book about business, but rather from the “Chief Inspector Gamache” book series written by Louise Penny. In the story, the chief inspector emphasizes four simple statements that can make you a wiser and better leader.
According to Bacon, these statements will improve a leader’s effectiveness and humanize them among their peers. The four statements are:
1. “I don’t know.” Leaders are faced daily with challenges, and it’s impossible to have answers to everything. But when we admit we don’t know something, we allow ourselves to open up to improving and learning, Bacon pointed out.
TOP WOMEN IN CONVENIENCE
Taylor Bromley
Senior Manager
Third Party Implementation
Altria Group Distribution Co.
RISING STARS
Caris Bing
Senior Account Manager
Altria Group Distribution Co.
Dr. Phyllis Weatherly
Senior Manager of Programs and Equity
Altria Group Distribution Co.
Congratulations on being named a Rising Star in the annual Convenience Store News Top Women in Convenience. Your innovative leadership, strategic success, mentorship, and charity drive positive change in the c-store industry.
She recalled that before joining Murphy USA, she was conditioned to lead and operate in a particular way. She described her style as a “1-2-3-punch,” where she’d gather information and make a decision based on that information. Bacon quickly realized when she joined the company that this approach would not serve her well. Instead, she’d have to follow certain processes that would require her to slow down and collaborate.
“I had to slow down to go fast,” she said. “I found myself having to say I don’t know quite a bit. This opened me up to then appreciating that everybody around me had different skillsets and experiences. So, in my view, when you say I don’t know, it helps foster a culture of collaboration.”
2. “I need help.”
Knowing when to ask for help — and remembering that you don’t have to face every hurdle on your own — is a key strength of effective leadership, she emphasized.
“That’s why we have teams to back us up. And when you’re willing to give a helping hand to others, I have found that people are so quick to repay you in your time of need,” Bacon said. “It is not a sign of weakness to ask for help. It’s a sign of strength.”
3. “I was wrong.”
It’s impossible to be right all of the time, but Bacon noted that people struggle with admitting they’re wrong because it can be difficult or embarrassing.
“As each of you know, in our industry, things can move fast and sometimes they do not go as planned. So, the ability to recognize and admit when we make a mistake,
again, it is not a sign of weakness, but it’s an opportunity to grow as individuals,” she said.
4. “I’m sorry.”
Leaders are in a position where their actions impact others. Sometimes, leaders will make mistakes or decisions can flop. Once they understand and admit they were wrong, it is then up to them to figure out a solution to fix it.
“Being able to apologize, I believe, is an essential part of being a good and effective leader,” Bacon told the audience. “I also think that it can make you a better person and a better parent, too.”
These four statements represent not only effective leadership, but humble leadership, Bacon said, pointedly.
“I can think of many times throughout my career that if I would have just said one of these statements earlier in a situation, I could have reduced stress. I could have repaired relationships sooner. We could have gotten to a solution faster and ultimately delivered better results,” she explained. “So, I hope by sharing this advice with you tonight that you will take and make these four statements into practice so that you can also join me in practicing humble leadership.”
Keynote speaker Renee Bacon of Murphy USA/QuickChek shared four statements that can improve a leader’s effectiveness.
Words of Wisdom From the Women of the Year
Six Women of the Year took the stage at this year’s TWIC Awards Gala and received the highest honor of the awards program:
• Lisa Blalock, president, US Convenience & Mobility, bp Products North America
• Mette Uglebjerg, senior vice president, global food and marketing, Alimentation Couche-Tard Inc./Circle K
Each honoree reflected on the experiences, people and opportunities that enabled them to forge a pathway to success, and helped mold them as humble and servant stewards of leadership.
Blalock recounted being in rooms where she was the only female when she joined the industry, and noted that women were not in leadership positions at that time like they are today. The women celebrated as part of the 2025 TWIC class are navigating new pathways for the next generation of female leaders, she said.
“Inspiration is not elusive. It is a generous, deliberate action. When I reflect on this award, you’re not just recognizing me — you’re recognizing every team that I ever participated in. You’re recognizing every colleague that I have ever learned from,” she said in her acceptance speech. “You’re recognizing the pathways of tomorrow, and you’re also recognizing that we all have a responsibility to continue.”
In her speech, Delli Carpini explained how the generous spirit and determination of her late parents inspired her to establish the Angels Giving Back nonprofit organization to better help communities. The charity has raised more than $1 million to support organizations such as The Tomorrow Fund, Alzheimer’s Association and Polycystic Kidney Disease Foundation.
“I think it’s important that everyone realizes that no one stands alone and that it takes a team, and I have an awesome one. My team carries out my beliefs, my values and work ethic. These are all in my DNA passed on to me by my parents,” she said.
For Merrell, she not only lauded the strength and resilience of her mother and grandmother, but also said she learned leadership lessons while watching college football on Saturdays with her dad. She pointed out that football teaches you that no game goes exactly as planned, and that you have to adapt and adjust. You show up, work together and trust the play because you trust your players.
“All of this helped me to understand and know the leader that I wanted to be, and it really comes down to this: put people first. That means listening before reacting, giving credit where it’s due and building teams where people feel like they matter because they do,” she said. “I’ve seen what happens when people feel seen and supported. They take risks. They lead boldly. They grow. I don’t believe leadership is about perfection. I believe it’s about consistency, authenticity and always showing up no matter what.”
A record six Women of the Year were honored during this year’s event.
Sanders, as part of her speech, thanked the allies who see equity as a leadership issue, not just a women’s issue. When she thinks of the work still ahead, she is reminded of the words of Shirley Chisholm, who was the first Black woman to be elected to the U.S. Congress. “If they don’t give you a seat at the table, then you bring a folding chair,” Sanders recounted.
“Her spirit of advocacy and self-determination still calls us to action today,” Sanders said. “So, as we celebrate tonight, my challenge to us all — women and men alike — is this: don’t just take your seat at the table. Use your voice. Make some space for others. And send that elevator back down because when one of us rises, we all rise. And when we rise together, that is when we truly thrive.”
Timoney, who grew up Irish Catholic, spoke about the advice her father gave her when she was around 7 to 8 years old, which has stayed with her throughout her career. He told her whether you’re the pope or the man sweeping the street, at the end of the day, it’s ashes to ashes and dust to dust, so treat everyone the same.
“Titles don’t impress me. When you see people as people and not as their title, the magic will happen,” she told the crowd.
Uglebjerg revealed in the final acceptance speech of the night how her start in the convenience channel similarly shaped an outlook on titles. Upon taking a role with Stat Oil, which would later be acquired by Circle K, she moved from office roles into operations, overseeing multiple stores. One day, a store manager said to her that he wouldn’t work for her because she was younger than his daughter. He was in his late 60s, coming from a relatively tough background as a prison guard and he couldn’t see how a 20-year-old woman would make his working life any better, Uglebjerg recalled.
“Instead of letting that discourage me, I took it as a challenge. And in his retirement remarks, he said that our partnership has been one of the best of his career,” she said. “That experience taught me that leadership is supposed to be challenging, but it’s also very rewarding. People don’t respond to titles or age or gender nearly as much as they respond to trust and respect differences. And that lesson has stayed with me for over 30 years at this company.”
Supporters of the 2025 Top Women in Convenience program include: founding and presenting sponsor Altria Group Distribution Co.; platinum sponsors ITG Brands, PepsiCo and Reynolds American; gold sponsors CoreMark International, Juul Labs, Krispy Krunchy Chicken, Mars Wrigley, McLane, Mondelēz International, PDI Technologies, Premier Manufacturing, PMI U.S., Primo Brands, The Boston Beer Co. and The Coca-Cola Co.; silver sponsors Anheuser-Busch, BeatBox Beverages, Constellation Brands, Convenience Distribution Association, Glanbia Performance Nutrition, Heineken USA, Lindt USA, Patron Points and Shiftsmart; and Corporate Empowerment Award sponsor The Hershey Co. CSN
A Corporate Champion
The Top Women in Convenience Awards Gala also included the presentation of the Corporate Empowerment Award. Convenience retailer OnCue took home the trophy this year.
Now in its fourth year, this award honors a convenience retail company that commits to gender equality, paves the way to empower women in leadership roles and is a champion for the inclusion of women in the goals and vision of the enterprise.
At the Stillwater, Okla.-based convenience store chain, which operates more than 75 locations and employs over 1,500 people, commitment to gender equality goes beyond mere words. The company is dedicated to creating a workplace that champions inclusivity.
Led by company president Laura Aufleger, a past TWIC Woman of the Year honoree, OnCue is deeply committed to creating meaningful pathways for women to excel and lead across the organization. By providing clear visibility into career advancement opportunities, the retailer inspires its female associates and managers to envision long-term careers with OnCue.
Through open communication channels, workplace surveys and an Employee Advisory Committee, the company also provides meaningful opportunities for women to share their insights and influence OnCue’s organizational strategy.
“From our store designs, including lactation rooms and award-winning family restrooms, to providing career advancement opportunities, women are at the forefront of every decision we make,” Aufleger said as she accepted the award on the company’s behalf.
“Equity, diversity, inclusion and empowerment are deeply engrained in our culture,” she added. “We are committed to fostering an environment where women can thrive, advance and make a lasting impact on our company and the communities we serve.”
CHOCOLATE
Confection continues to be a top choice for consumers as the category has continued to see strong growth, experiencing a 9.0% CAGR in Mulo+ and growing nearly 3x the rate of total box in convenience.1
Though trips were challenged to begin the year across C-Store, candy in the channel has been extremely resilient, posting a 1.6% growth rate in Q2 followed by a 4.3% increase in Q3.2 The bounce back has been driven by a resurgence in refreshments along with a shift back to Chocolate; all posting gains north of 7.0% in Q3 across the channel.2
Shoppers continue to seek value in their decisions. Within Chocolate; King Size and Standard Bars continue to show gains while Take Home bags have struggled in the channel. Within Sweets; Peg continues to resonate with shoppers with a better value proposition while Sweets King Size and Sweets Standard/Novelty continue to be challenged. Though King Size remains the predominant packtype in convenience, off shelf merchandising of Chocolate Standard Bars and Sweets peg are driving the highest lifts in the channel. Continued refinement on core assortments following years of supply challenges will also be critical to delivering value back to consumers.
Cigarettes continue to play a vital role in the convenience retail landscape, anchoring both sales and shopper traffic. Despite ongoing category evolution, cigarettes remain the largest in-store segment, accounting for roughly one-quarter of total sales and delivering consistent profit margins. Retailers report that adult smokers remain among the most loyal convenience shoppers, visiting frequently and driving larger basket sizes.
The category’s resilience lies in its adaptability. Retailers are fine-tuning their mix to balance leading premium and value brands while maintaining compliance and operational efficiency. Strategic merchandising, planogram discipline, and responsible promotions continue to maximize category performance.
Even as the broader nicotine space expands into alternative formats, cigarettes remain a cornerstone of convenience retail. Their continued strength provides stability, shopper engagement, and dependable revenue—fueling growth across the total store.
CONSUMERS CONTINUE TO OPT FOR LOWER PRICED PRODUCTS IN TOBACCO AND BEER
CONSUMERS CONTINUE TO OPT FOR LOWER PRICED PRODUCTS IN TOBACCO AND BEER
Downtrading to price Tier 4 fueled mainly by Tier 2 brands.
Source: Circana,
Source: Circana, US Convenience POS, 13 Weeks Ending 6/9/25 Source: CSN 2024 Industry Report – Deep Dive Tobacco
Source: Circana, Total US
GUM & MINTS
The gum category continues to drive momentum in the convenience channel, reinforcing its role as a highvalue, high-velocity segment. The category has grown an impressive CAGR of 7.5% over the last three years in the convenience channel, outpacing total market by 1%.1 This growth is not only delivering volume, it’s also attracting a younger consumer to the channel. Household penetration in among shoppers under 35 has grown +2.1 percentage points in the convenience channel in the last three years,2 signaling gum’s role in pulling younger consumers into the convenience channel and driving incremental trips.
Gum is an affordable, on-the-go solution that fits these consumers’ needs and lifestyle occasions, making it a critical basket builder. Gum velocities are also gaining momentum, indicating strong demand and efficient sell-through at shelf.3 Gum is not just growing, it’s accelerating and convenience is central to the acceleration.
Sources: 1. NielsenIQ Retail Measurement | US Mars - Confectionery, 7 Facts of CONFECTIONERY, GUM in Total US xAOC + Conv, Total US Conv during Latest 52 Weeks ending 11/1/25; 2. NielsenIQ Retail Measurement | US Mars - Confectionery, 7 Facts of CONFECTIONERY, GUM in Total US xAOC + Conv, Total US Conv during Latest 52 Weeks, Last 4 Years 3. NielsenIQ Retail Measurement | US Mars - Confectionery, 4 Facts of CONFECTIONERY, GUM in Total US Conv, Total US Conv Independents during Latest 52 Weeks
GUM CATEGORY IS GROWING IN CONVENIENCE RECRUITING UNDER 35 HOUSEHOLDS IN CONVENIENCE
GUM VELOCITIES CLIMB IN CONVENIENCE CHANNEL
WARNING: This product contains nicotine. Nicotine is an addictive chemical.
NICOTINE POUCHES
The convenience channel has a new star—and it’s not cigarettes. Nicotine pouches are rewriting the rules of the tobacco and nicotine space, offering adult consumers a better smoke-free alternative that fits today’s lifestyles. No smoke. No spit. Just satisfaction in a modern format that many see as a smarter choice.
According to NIQ data for the 52 weeks ending August 30, 2025, nicotine pouches surged ahead with +46.7% dollar growth and +38.2% volume growth,1 leaving every other major nicotine category in the dust. While cigarettes, moist snuff, cigars, and pod-based vapes all posted declines, pouches delivered a staggering 48.2% CAGR in volume1 —proof that momentum is on their side.
Here’s the kicker: nicotine pouches didn’t just grow—they helped offset cigarette losses. Over the past year, cigarette sales dropped by $1.3 billion, while pouches climbed by $1.37 billion.1 That’s a consumer behavior shift happening in real time—and one that is more profitable for retailers.
Research from Reach 3 (June 2025) shows pouches are now as powerful a trip driver as cigarettes and vapes.2 And when their favorite pouch isn’t on the shelf? Shoppers are nearly three times more likely to switch retailers.2 For convenience operators, that’s a wake-up call: inventory matters.
Nicotine pouches aren’t just a trend—they’re a transformation. For retailers, they represent a golden opportunity to capture growth, meet evolving preferences, and lead in a changing nicotine landscape. The question isn’t if you should lean in—it’s how fast you can.
Sources: 1. NielsenIQ Retail Measurement – US PMI – Tobacco and Tobacco Alternatives – 8 Facts of TOBACCO AND TOBACCO ALTERNATIVES in Total US Conv during L52W period ending 08/30/25, L26W period ending 08/30/25, L13W period ending 08/30/25; 2. Reach 3 Quantitative Research, June 2025
NICOTINE POUCHES ARE THE ONLY MAJOR NICOTINE CATEGORY CURRENTLY GROWING
Nicotine Pouches are the fastest growing nicotine category at convenience in DOLLARS:
CAGR 52 WKS ENDING 8/23/25 IN CONVENIENCE VOLUME
NICOTINE POUCHES HAVE MADE UP FOR LOSSES IN CIGARETTES IN CONVENIENCE CHANNEL
NONALCOHOLIC PACKAGED BEVERAGES
The 2025 U.S. non-alcoholic beverages (NABs) category reveals a dynamic and evolving market shaped by consumer demand for hydration, energy, and functional benefits. While hydration remains the top priority (50%), energy (39%), meal pairing (37%), and relaxation (36%) also rank highly among consumer expectations. Gen X leads in beverage engagement, with 90% purchasing three or more types, driven by established habits and financial stability. In contrast, Gen Z and Millennials show less loyalty to traditional beverages like coffee and milk, favoring functional and niche options that offer innovation and convenience.1
Despite the rise of functional claims, flavor (60%) and affordability (40%) remain the primary purchase drivers, with nearly half of consumers feeling overwhelmed by excessive product claims. Simplicity and credibility are increasingly valued, as only 16% of carbonated soft drink consumers perceive functional sodas as healthy. Younger consumers are open to multifunctional beverages but demand clear, proven benefits. Traditional NABs like coffee, bottled water, and dairy milk continue strong household penetration, yet over half of consumers also purchase sports and energy drinks, indicating a split between classic and functional preferences.1
Product launches with health claims—such as vitamin fortification (+55%) and sugar-free options (+52%)—have surged, enhancing the appeal of NABs across occasions. However, fewer than 40% of consumers compare prices or calorie counts, suggesting strong brand loyalty and a focus on taste and convenience over nutritional metrics. 1
Source: 1. Mintel Beverage Overview, April 2025
DOLLAR SALES SHARE OF PACKAGED BEVERAGES
Source: Circana, L52W Period Ending 12/29/2024
US: TYPES OF NONALCOHOLIC BEVERAGES PURCHASED, 2025 US: ATTITUDES TOWARD NONALCOHOLIC BEVERAGES, 2025 US: REASONS TO CONSUME MORE JUICE AND JUICE DRINKS, 2025
Base: 2,000 internet users aged 18+
Source: Mintel, April 2025
Source: Mintel, April
Source: Mintel, May 2025
PIZZA
Convenience stores are redefining their role as foodservice destinations, placing fresh, prepared meals at the heart of the in-store experience. Leading this shift is the rapid rise of pizza, which combines comfort, convenience, and quality for today’s on-the-go consumer.
Retailers are increasingly partnering with branded food concepts, with pizza emerging as the most popular collaboration. Shopper demand for convenience store prepared foods has never been higher, particularly among younger consumers who see these stores as reliable meal solutions for their fast-paced lifestyles.
Pizza continues to stand out in the prepared food category, resonating across generations and showing strong growth in recent years. The growing appeal of branded fast-food options underscores the value of partnerships, especially among Gen Z and Millennials. As expectations for quality, variety, and freshness take center stage, made-to-order pizza is expected to outperform grab-and-go meal and snack alternatives, solidifying its role at the center of convenience store foodservice.
CONVENIENCE STORES ARE INCREASINGLY PARTNERING WITH BRANDED CONCEPTS FOR FOOD OFFERINGS
Percent answering “yes” to partnering with branded concepts for food offerings
Source: Convenience Store News 2025 Foodservice Study
AMONG SHOPPERS WHO PURCHASED PREPARED FOOD IN THE PAST MONTH, PIZZA IS THE MOST COMMON ITEM
MORE SHOPPERS PURCHASED PREPARED FOOD FROM A CONVENIENCE STORE IN THE PAST MONTH
Incidence is highest among Gen Z (97%), Millennials (87%), and Gen X (84%), compared to Boomers (68%).
STRONG PREFERENCE FOR MADETOORDER OR FRESHLY MADE ITEMS
Source: Convenience Store News 2025 Realities of the Aisle Study
and coffee are the most popular concepts to partner with. Recent growth is fueled by small operators.
ROLLER GRILL VARIETY THAT FITS EVERYONE’S STYLE.
We know how your customers roll. With bold flavor, quality they can trust, and an endless variety of options, every customer finds their favorite. Roller Grill is the fastest-growing food format in convenience stores, up 7.5% since 2019,¹ driven by demand for high-quality, protein-packed, and flavor-forward choices. As the #1 sausage brand in America,² Johnsonville® keeps your grill hot and your sales rolling.
The roller grill remains a cornerstone of the convenience store foodservice program, delivering high-margin, low-labor meal options that meet customer demand for hot, handheld foods. Its availability also carries real weight with customers, with 71% of customers saying that having Roller Grill and its products available is Extremely Important or Very Important in their c-store experience¹. That level of importance reinforces why the Roller Grill continues to be one of the most relied-upon foodservice formats in the channel.
Performance and Appeal
Customers value the Roller Grill because it gives them control, choice, and confidence. They can pick the sausage or hot dog they like best (68%), see the product as it cooks (65%), and customize it with the toppings they prefer (61%)¹. For operators, this creates a high-appeal platform that satisfies demand with minimal labor, simple execution, and strong product consistency throughout the day. The appeal lies in its simplicity, easy prep, minimal waste, and the ability to maintain food quality over extended holding times.
Evolving Consumer Trends
Today’s customers expect variety and bold flavor experiences. Beyond convenience, the Roller Grill delivers on experience, with customers noting that items taste better than wrapped alternatives (58%) and that the aroma and visual quality drive appetite appeal (54%)¹. As expectations for bold flavors and customizable options continue to grow across foodservice, the Roller Grill remains a flexible, flavorful, and daypart-spanning format that keeps customers coming back.
Source: 1. Johnsonville Proprietary Flavor Sort Study, November 2023
CONSUMERS ARE INCREASINGLY TURNING TO CSTORES AS COSTEFFECTIVE ALTERNATIVES TO TRADITIONAL FOODSERVICE IN CONVENIENCE 2024
“I’m
Source:
ROLLER GRILL IS THE FASTEST GROWING FOOD FORMAT IN CSTORE
THESE ARE IMPULSIVE OCCASIONS REQUIRING INSTORE INFLUENCE
Source: Technomic C-Store Multi Study 2025
Source: Technomic C-Store Multi Study 2025
Johnsonville Proprietary Flavor Sort Study,
2023
Source: Technomic Consumer, Q4 2024
GETTING AHEAD IN FOODSERVICE
Convenience stores are increasingly competitive in this space, but winning share of wallet requires increasing investment and effort
By Angela Hanson
THESE DAYS, IT SEEMS like more and more convenience retail headlines are about foodservice. Whether enhancing and expanding their menus, making prepared food and beverages an intrinsic part of their loyalty program or investing in technology to streamline kitchen operations, retailers of all sizes are exploring how they can leverage this key category to boost profits.
At the same time, not every convenience foodservice program is created equal and not all operators have accepted that true operational success requires investment and effort. This contributes to the lingering consumer perception that convenience store food is subpar, which affects the entire industry.
Collectively, c-store foodservice is “on the verge,” Jeff Keune, an industry veteran and principal consultant at Boston-based 4910 Consulting LLC, told Convenience Store News
“It is in every sense of the word the future of the industry,” he stated.
Keune, whose career includes time spent at Thorntons, Yesway and MAPCO Express, noted that some c-store operators still think of foodservice as “just another category.” However, others have committed to the systems, processes and training necessary to achieve a high-quality program, which has the knock-on effect of inspiring their competitors.
He pointed to 7-Eleven Inc.’s development of quick-service
concepts such as Laredo Taco Company and Raise the Roost Chicken & Biscuits as a good example. While most retailers lack 7-Eleven’s vast resources, that doesn’t mean they can’t leverage their own strengths to make their foodservice programs better than before. “They’re doing a very good job of it, which then trickles down to some of the medium and smaller players saying, ‘Why can’t I do that, too?’”
In fact, offering high-quality foodservice programs outside of branded national partnerships is increasingly possible as convenience channel distributors now offer plug-and-play concepts featuring popular products like tacos, pizza, barbecue, deli items and more.
“And so, even the small players without the giant resources, if they have good vendor relationships, if they have good distributor relationships and they can prove that they can execute it, then there’s that opportunity,” Keune noted.
He believes the biggest challenge for c-store operators is answering the question: What are you prepared to do? While “the easy button” of roller grill and frozen commissary items is right there, offering what’s easiest is increasingly unlikely to
differentiate a retailer to consumers who are willing to drive just a little farther for something better, he cautioned.
“If you look at who’s growing aggressively, it’s the Sheetzs of the world, it’s the Kwik Trips of the world, it’s the Casey’s of the world. The bigger players are getting bigger and leveraging those resources to go to new territories they didn’t used to, and those are the ones that have already built that elevated food concept,” he said. “So, you could get ahead of it or you can take some pain while you’re catching up.”
Developing a Better Offer
Doing what it takes to get and stay ahead in foodservice should include leveraging flavor trends while investing in the operational necessities and marketing plans to make a program successful, according to Philip Santini, senior director of foodservice and bar strategy at York, Pa.-based Rutter’s. Limited-time offers are particularly valuable for creating urgency, testing bold ideas and keeping menus fresh, he pointed out.
“You’re creating buzz. You’re creating a trial environment for you to learn what your customers are looking for — learning that maybe there’s an opportunity for
Marmon Renew
them to take a little bit more of a risk on something,” Santini said while presenting at the 2025 NACS Show.
Flavor matters because customers crave both comfort and adventure, he explained, suggesting that operators find sources of flavor inspiration outside the convenience channel by utilizing sources such as travel and experiences; trend reports; food expos; vendor pitches and supplier innovation; customer insights; and employee feedback — with these last groups potentially being the most important. “Listen to your employees. Listen to your customers,” he urged.
Santini shared four questions Rutter’s asks during the development process of new menu items:
• Is it approachable for most guests?
• Can every store execute it consistently?
• Does it feel like Rutter’s?
• Can it be sourced reliably and at scale?
Operators need to ensure they can deliver menu items the same way every time, Keune stressed. “It all starts with execution,” he said, adding that this becomes more difficult the larger a chain gets. “The best thing is to have excellent execution across the board, 100% of the time.”
At the core of a good foodservice program is a well-trained team paired with the practical considerations that enable c-store retailers to follow through on their original vision. But this is easier said than done.
“I’ve talked to a lot of retailers. They want to do new and exciting things to draw the customers in, but you’ve always got to be responsible in terms of ingredients usage, what you can do consistently, what is going to make sense, especially if you do have a larger footprint,” Keune said.
While the shadow of consumers only choosing to eat at a convenience store if they have to still exists, it is diminishing. There is immense marketing value in customers who have built up trust in the channel and are willing to encourage their friends to give it a try.
“I think that the shadow is lessened significantly, but you have to deliver,” said Keune. “You have to find what you want your presentation to be. Get the systems and processes in place to execute it consistently and in a really great way, and then build on that with innovation.” CSN
C-STORE FOODSERVICE HAS BECOME A GROWTH ENGINE — HERE’S WHAT’S NEXT
Meet the moment through both execution and storytelling
By Tim Powell, Foodservice IP
NOT LONG AGO, convenience retail treated food and beverage as add-ons. That era is over.
Across the country, prepared food and dispensed beverage programs are redefining what a c-store can be — driving traffic, capturing share from restaurants, and raising consumer expectations along the way. The companies that will win are those marrying craveable ideas with the operational realism of tight spaces, lean labor and the need for speed.
A New Quality Bar
Leading c-store chains now rival fast casual restaurants on quality and creativity. From Wawa and Stewart’s Stops to Twice Daily’s White Bison, operators are delivering chef-crafted soups, globally inspired sandwiches, premium bakery and robust beverage platforms.
Made-to-order, grab-and-go and better bakery are no longer nice to haves, they’re table stakes. This step-change
reflects purposeful investments, including more culinary talent, smarter kitchens, and store designs that put foodservice on stage.
The Market & Where It’s Growing
According to the 2025 NACS/NIQ TDLinx Convenience Industry Store Count, there are 152,255 convenience stores in the United States, with 121,852 selling fuel. While NACS data reflects the totality of the channel, Foodservice IP’s sizing focuses specifically on foodservice categories. Based on our analysis, c-store foodservice represents roughly $26.5 billion in operator sales, with projected growth of 2.9% through 2027.
Dispensed beverages remain a cornerstone: hot dispensed is expected to grow 3.8%
ROLLER GRILL VARIETY THAT
FITS EVERYONE’S STYLE.
We know how your customers roll. With bold flavor, quality they can trust, and an endless variety of options, every customer fi nds their favorite. Roller Grill is the fastest-growing food format in convenience stores, up 7.5% since 2019,¹ driven by demand for high-quality, protein-packed, and fl avor-forward choices. As the #1 sausage brand in America,² Johnsonville® keeps your grill hot and your sales rolling.
annually, led by coffee, while frozen dispensed — think Slurpee-style indulgence — projects at 5.6%. Espresso-based and craft beverages remain underdeveloped, leaving significant white space for companies that can bring café-quality ideas to c-stores in scalable, labor-light formats.
Prepared foods represent a $13.2-billion slice of the total. Hot sandwiches hold the largest share, but the fastest runway often appears in sides and snackables — formats that travel well, reheat easily (or don’t require reheating at all), and deliver margin without bogging down operations.
Consumers Want Value & Less Friction
Inflation reshaped habits, sending some traffic from quick-service restaurants (QSRs) to c-stores in search of value. But customers aren’t trading down on taste. They’re looking for both value and quality. Gen Z and millennials, in particular, gravitate toward unique snacks and restaurant-style items with a twist — portable, fun and ready when they are.
One revealing sign is that while many say they like made-to-order, more actually buy truly graband-go items that require no reheating. That’s a clear brief to companies: make it delicious, photogenic and immediate.
choices — but two headwinds persist: the appearance of food and lingering skepticism about quality.
The fix is part execution, part storytelling. Operators that point to quality cues such as fresh-cracked eggs, dairy-sourced soups and “crafted” beverages change the conversation before the first bite.
How Suppliers Can Better Support Operators
Four moves that suppliers should make now are:
1. Design for space, speed and simplicity. Bring compact, labor-light formats that are easy to assemble in small footprints and still look great in a warmer or cold case. Think protein-forward snacks, mini handhelds, loaded sides, and credible meal solutions that can anchor evening occasions.
2. Close the quality perception gap. Arm operators with ingredient narratives, naming conventions (house-made, elixirs, award-winning) and bold, legible packaging that travels well and reinforces freshness. Great signage plus appetizing visuals can lift trial without lifting labor.
Evening growth is real, with operators citing rising dinner traffic and demand for more substantial portions. Pizza continues to shine here, supported by turnkey programs and increasingly, proprietary platforms that highlight craft credentials (scratch dough, real mozzarella, hand-cut veggies) to elevate perceived value.
Competition Is Heating Up
C-stores have gained share from restaurants, but the field is crowded. QSRs are chasing beverage and snack occasions, while beverage chains are stretching into breakfast and PM treats.
C-stores still hold distinct advantages — portability, speed and breadth of beverage
3. Translate trends into c-store ready SKUs. Adapt fast-casual hits like stuffed cookies, gourmet breakfast tacos, indulgent fries, flavored teas and cold-brew lattes into formats that execute with minimal steps and consistent yields. Seasonal limited-time offers keep the platform fresh while protecting core throughput.
4. Treat packaging as brand infrastructure. Tamper-evident, heat-retaining and microwave-safe options protect product integrity and customer trust, especially for pickup, delivery and catering. Provide operators with cleaning protocols and display guidance to remove barriers to purchase.
The Road Ahead
Foodservice is no longer a side hustle for convenience retail. It’s a strategic engine reshaping store design, merchandising and brand identity. Today’s c-store is a hybrid restaurant, snack bar and beverage lab. Meet the guest at the cold vault, the grab-and-go shelf and the mobile app and you’ll meet the moment. CSN
Tim Powell is the managing principal at Foodservice IP, a research-based management consulting firm that specializes in foodservice and helps companies develop proven business strategies driven by insights.
Author’s note: This article is based on Foodservice IP’s "Convenience Store Foodservice Study," completed in June 2025. Our research is designed around operator foodservice categories, which is why market sizing may vary from NACS data.
Tim Powell
CONVENIENCE CHANNEL FOODSERVICE TRENDS
FIVE-YEAR TREND: FOODSERVICE
Foodservice's share of in-store sales continues to climb, rising nearly 8 points in the last five years
Source: Convenience Store News 2025 Industry Report
CATEGORY ANALYSIS: FOODSERVICE
The foodservice category saw its fourth straight year of double-digit growth in 2024.
Source: Convenience Store News 2025 Industry Report
restaurants are the primary competitor to convenience store foodservice by a wide margin.
Source: Convenience Store News 2025 Realities of the Aisle Study
MOST IMPORTANT FACTORS WHEN PURCHASING C-STORE PREPARED FOODS
Source: Convenience Store News 2025 Realities of the Aisle Study
Rethink, Reset
Details make the difference when aligning your nicotine space to reflect today’s trends
By Renée M. Covino
DO YOU REMEMBER A TIME when backbar planning was a simple process? Historically, this was the scenario, driven largely by cigarette sales dominating the category.
However, it is no longer the case for convenience store operators, according to Richard Bode, managing partner of Cadent Consulting Group, headquartered in Wilton, Conn. “Cigarette volumes are declining, with the only segment showing consistent growth being smokeless tobacco alternatives, which include products like nicotine pouches. Convenience stores must rethink how they reset their backbar in response to today’s rapidly shifting tobacco landscape,” he told Convenience Store News.
Sam Dashiell, manager of the U.S. press office for Stamford, Conn.-based Philip Morris International Inc., concurs. To maximize retail sales and profits, it is crucial for retailers to align their backbars with the evolving market — spotlighting smokefree products for legal-age nicotine consumers, he said.
“We’re seeing that the dollar growth in pouches is making up for cigarettes dollar losses at retail and this will continue as more smokers switch to these better alternatives,” he explained, noting that this is good news for retailers because the profit margins on pouches are higher than combustible cigarettes, and pouches continue to gain ground in driving in-store sales.
Bode expanded on this idea by asserting that to stay competitive, c-store operators must diversify their backbars to hold a variety of products — from traditional tobacco to modern formats such as nicotine pouches, vapes and more.
“Today’s tobacco consumer is not a monolith and the
backbar must reflect that,” he stated. “It is important for c-stores to dedicate an appropriate amount of space for each segment of the tobacco category, ensuring that leading brands for each are in stock in order to provide the variety needed to satisfy the differing preferences of adult customers.”
Acknowledging that although cigarette sales are declining, they are still the top volume driver in the nicotine category, Bode emphasizes the importance of variety.
“Both the high volume of cigarettes and the growth of tobacco alternatives give c-stores a unique opportunity to capitalize on the changing consumer demographics and preferences, considering different usage occasions,” he said. “An older adult consumer may opt to smoke a cigarette when at home, but choose a more discrete option such as a nicotine pouch when heading to the office. A younger adult consumer may prefer a disposable vape they can use inside.”
The bottom line, according to Bode, is “there is a dispersion of habits and usages, a trend which indicates the importance for backbars to have enough variety to fulfill all of a shopper’s needs in a single trip.” For example, a shopper looking for a 6-milligram (mg) Citrus Zyn is unlikely to substitute it with a 4-mg Spearmint Velo.
GIVES CUSTOMERS WHAT THEY WANT
3 REASONS FOR 3-PACK SALES
In 2015 Game Leaf was introduced as part of the Garcia y Vega portfolio of cigars, revolutionizing the Rolled Leaf cigar category. Now, as part of our 10th anniversary celebration, we’re reintroducing Game Leaf with colorful, eye-catching, consumer-tested 3-cigar packaging designed to bring Rolled Leaf customers more of what they want.
AVAILABLE AT 3 FOR $2.19 TRIAL PRICING AND SAVE ON 3
While all other Rolled Leaf formats showed velocity declines in 2024, the velocity for 3-packs rose by 15%.
In 2024, the 3-pack was the only Rolled Leaf format to show volume growth, along with a 5.7% increase in share of the market.
Rolled Leaf 3-packs were added to shelves in over 9,700 c-stores in 2024, an 11% increase in store count over 2023.
3 REASONS TO GO WITH GAME LEAF
Game Leaf is able to build on the tremendous brand equity of Game, the #1 selling Natural Leaf cigar in the US.
Game Leaf’s commitment to quality and stringent quality standards—from broadleaf crop selection through manufacturing—ensure the best quality Rolled Leaf cigar available.
Consumers equate the Game Leaf brand with the Garcia y Vega tradition of quality and craftsmanship, as Garcia y Vega has been making Natural Leaf cigars since 1882.
“With competition just a few blocks away, if your store doesn’t have the right assortment, you’re at risk of losing the sale entirely,” he cautioned.
Leveraging Supplier Support
Given the quickly evolving nicotine landscape, industry experts say it is paramount for retailers to leverage relationships with suppliers across the category. Leading brands can provide deep insights on the state of the category that c-stores can use to make the best decisions to optimize their backbar. Additionally, access to sales data from large brands can be beneficial in staying on top of shifting consumer preferences and remaining agile in assortments.
“Factors such as geographical location and store demographics can have significant impacts on stocking decisions, which must be closely and frequently monitored,” Bode noted. “Close monitoring is also important to ensure high-velocity items remain in stock, ensuring consumer loyalty in a competitive category.”
Josh Harrison, vice president of national accounts for Swisher, verified that the company is well-versed in analyzing retail-level data, as well as the trade area that surrounds customers’ stores. “We welcome any opportunity to communicate with our retail partners to offer suggestions geared toward increasing their category sales, even if it means a Swisher product is not part of the recommendation,” he said.
This also extends to reaching consumers wherever they are, which Harrison believes is more important than ever. “The best operators market products curb to counter, utilizing the entirety of the store site’s footprint to capture attention,” he advised.
Beyond the physical store, digital app notifications, email communications and having a digital presence that effectively inform consumers of new products and offers are all key to driving in-store traffic. Swisher’s successful partnership with The Spinx Co., based in Greenville, S.C., focuses on these critical details, according to Harrison.
“We are especially proud of the success of Spinx Xtras loyalty program offers on Swisher brands like Rogue,” he relayed. “Through app push notifications, email and targeted digital engagement to adult consumers, Rogue products achieved an impressive loyalty penetration. Their innovative approach to the racking and point of sale, including custom-designed Rogue displays, improved visibility and accessibility.”
“Today’s tobacco consumer is not a monolith and the backbar must reflect that.”
— Richard Bode, Cadent Consulting Group
Reynolds American Inc. also touts its offering of “best-in-class retail programs for partners who engage with us through scan data initiatives and other collaborative efforts,” a company spokesperson told CSNews, emphasizing that responsible retailing is the cornerstone of every good reset practice.
“While we look to optimize sales, we look to work with retail partners that prioritize efforts to keep our products out of the hands of underage consumers,” Reynolds’ spokesperson explained. “At Reynolds, we
do not want our products used by underage individuals. Period. Our marketing rules, retailer partnerships and investments in technology solutions are built to keep our products out of underage hands.”
In these turbulent regulatory times, both manufacturers and retailers should remain committed to compliant and responsible marketing practices to safeguard their licenses to operate. A backbar reset is the perfect time to be vigilant with a checklist.
“Best practices include using appropriate warnings on all product labels and promotional materials, avoiding health claims, restricting design elements that may be attractive to youth, and age verification at the point of sale,” said Kellsi Booth, chief legal officer for Black Buffalo. “Retailers should also stay up-to-date on laws and regulations, which are quickly evolving at both the state and federal levels.”
Figuring Out Frequency
With the nicotine landscape undergoing rapid change, the question now is: Will c-store backbars have to be reset more frequently due to changing market trends?
Traditionally, backbar resets occurred annually, largely driven by the dominance and stability of cigarette sales. However, with today’s surge of innovative nicotine products, shifting consumer preferences, evolving price dynamics and frequent regulatory changes, convenience store operators are finding themselves reevaluating and resetting backbars more frequently in order to stay both competitive and compliant.
“The best operators have utilized innovative racking solutions that provide more flexibility between reset periods.”
— Josh Harrision, Swisher
The consensus among industry experts is that annual resets have become outdated.
Bode believes that while a quarterly reset is likely adequate, it is beneficial to reevaluate the backbar every two months. He added: “C-store operators should be consistently monitoring regulations, taxes, item velocities and product innovations to optimize their selection to have high velocity, high margins and merchandising adaptability.”
The way Swisher’s Harrison sees it, many factors impact the frequency of resets, such as retailer contracts, emerging trends and product mix changes. “The best operators have utilized innovative racking solutions that provide more flexibility between reset periods,” he said. “This allows retailers to refine product offerings to focus on high-potential and in-demand items.”
One thing that is for certain, according to Bode, is that “because adult nicotine shoppers are much more likely to visit convenience stores on a daily basis, a well-developed backbar is key to gaining access to many customers’ spend in other categories, such as beverages, and can greatly benefit the c-store bottom line.”
As the industry continues to witness a shift from cigarettes to other product forms, such as modern oral nicotine pouches and vape devices, space is being reallocated to account for consumer preference changes. There also has been an increase in the usage of digital signage on the backbar, delivering a cleaner, more contemporary look.
“My hope for the backbar of the future will be one well-organized that creates a destination-like experience for the consumer,” Harrison said. “Other advancements such as modular setups and AI-enabled tools that help analyze shopper behavior are helping retail partners operate with more agility.” CSN
Running a Tight Ship
Convenience retailers are focused on backend technology that streamlines operations and cuts down on wasteful spending
By Angela Hanson
WITH CONSUMER SPENDING tightening and an uncertain economy on the horizon, it’s no surprise that convenience store operators are utilizing backend technology to shore up their ability to pursue key priorities. These include cutting down on loss and waste, as well as improving employee capability at the store level, which in turn has a positive impact on customer experience.
The majority of retailers surveyed in the 2025 Convenience Store News Technology Study said they are increasing their tech spend year over year (45%) or maintaining their spend (24%). Just shy of 60% of that investment is going to backend technology vs. customer-facing. The split between store level and corporate level is less proportionate at 69% vs. 31%, respectively.
It should be noted that in last year’s study, more than half of participants (53%) reported an increase in their technology budget year over year — 8 points higher than this year. This could indicate a general slowdown in tech investments or that retailers are being more selective about the investments they make, particularly the industry’s small operators.
When it comes to investments, retailers say inventory management is their top backend technology priority because of its importance to the bottom line. Both inventory and pricing are constantly changing, yet existing
inventory systems are not necessarily capable of providing the data-based information necessary to minimize waste and avoid loss due to over- or under-ordering, several respondents noted.
“We have a lot of inventory, but we don’t have a system to efficiently manage it,” one study participant commented. “We primarily use our sales reporting system for this, but it doesn’t provide the functionality that we need. With so much inventory, we need an inventory management system that works.”
Retailers also expressed a desire to manage inventory on an item level rather than a department level, and to streamline the accounting side of the business. Better inventory management also would help them zero in on where to put their focus. As one retailer stated, “I need to know what items are doing the best and moving the fastest.”
Employee training and retention is the No. 2 backend technology priority for convenience retailers, who want to see SPONSORED BY
Technology Spend: 2025 vs. 2024
Technology Investment Breakdown
faster training options, solutions to minimize turnover, and more tools for employees to use to boost customer satisfaction and loyalty.
“From a marketing perspective, the quickest way to waste marketing dollars is to fail to deliver. Loyalty programs can have the exact opposite effect if your employees are not properly trained or if you don’t have enough employees,” one respondent pointed out.
Current & Future Opportunities
Data is a key focus for c-store operators’ current backend technology usage, with 72% of study participants reporting that they currently have data storage and management, followed by data security tech and inventory management tech (both at 66%). Automation/robotics and training tools round out the top five most-utilized backend technologies today.
“With so much inventory, we need an inventory management system that works.”
— Study participant
Top Business Opportunities in Backend Technology
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Backend Technology: Currently Offer
Backend Technology: Plan to Add
Large operators are more likely than small operators to currently use most forms of backend tech, with the biggest gaps seen in customer relationship management (CRM) tools, workforce management technology, and employee rewards programs.
CRM software is the top backend technology that c-store operators plan to add, emphasizing the necessity of deeper customer insights that can be used to boost trips and cultivate loyal customers. Just behind that is workforce management tech, cited by 31% — a jump of 14 points from last year’s study and further proof of retailers’ desire to better support their employees.
Whatever their priorities, operators are inclined to maintain a steady course, with nearly a third stating that when it comes to selecting or switching technology vendors, they stick with long-term partners and rarely switch. This is particularly true for small operators, 43% of which prefer to maintain long-term tech vendor partnerships, compared to 17% of large operators.
When asked about current barriers to success, study participants pointed to cost; training and knowledge; and time and resources. The latter is particularly affected by the speed at which new technology advances are coming, according to retailers.
Change management and adoption can also be a hurdle as many new tech investments require a full-team commitment. “Without everyone on board, these ideas fizzle,” one retailer stated.
Artificial Intelligence Usage
Currently using AI
Planning to use AI in next 12 months
Planning to use AI in next 13+ months
Exploring AI, but no plans to use
Not using or planning to use AI
Don't know/not sure
AI: The Future of Convenience Retail?
The use of artificial intelligence (AI) has exploded in recent years, affecting many different industries and retail channels. The convenience store industry is no exception, with 36% of study participants reporting that they currently use AI tools or plan to do so. The percentage of large operators in this category (50%) is significantly higher than small operators (26%).
While general AI adoption and exploration is the most frequently cited example of how companies are using or planning to use AI, more specific use cases include inventory management; reporting and analytics; customer loyalty, personalization
50% of large operators currently use AI tools or plan to, compared to 26% of small operators.
General AI adoption & exploration
Inventory management, reporting & analytics
Customer loyalty, personalization & segmentation
Corporate automation & meeting support
Security, surveillance & loss prevention
AI-powered chatbots & content generation
AI in hiring & human resources
& basket analysis
Top Uses for Artificial Intelligence
If you accepted or processed Discover credit cards between 2007–2023, you could be eligible to get a payment from a class action settlement.
**YOU MAY BE ENTITLED TO A SETTLEMENT PAYMENT**
To receive a payment, file a claim by May 18, 2026
WHAT IS THIS ABOUT?
A proposed class action settlement has been reached in three related lawsuits. The lawsuits allege that, beginning in 2007, Discover misclassified certain Discover-issued consumer credit cards as commercial credit cards, which in turn caused merchants and others to incur excessive interchange fees. The misclassification did not impact cardholders. Discover denies the claims in the lawsuits, and the Court has not decided who is right or wrong. Instead, the proposed settlement, if approved, will resolve the lawsuits and provide benefits to Settlement Class Members.
WHO IS INCLUDED?
The Settlement Class includes all End Merchants, Merchant Acquirers, and Payment Intermediaries involved in processing or accepting a Misclassified Card Transaction during the period from January 1, 2007 through December 31, 2023. To view the full Settlement Class definition, including defined terms and excluded entities, go to www.DiscoverMerchantSettlement.com.
WHAT CAN I GET?
To receive a settlement payment, with very limited exceptions, you will need to file a claim by May 18, 2026 and/or provide additional information to the Settlement Administrator. Under the proposed settlement, Discover will make payments to eligible Settlement Class Members who submit valid claims. Discover has agreed to pay between $540 million and $1.225 billion plus interest in connection with this settlement. Your settlement payment amount will be calculated based on a variety of factors.
YOUR OTHER OPTIONS.
You can file a claim for a payment by May 18, 2026 and/or provide additional information. Alternatively, you can exclude yourself from the settlement by opting out, in which case you will receive no payment under this settlement and retain any right you may have to sue Discover about the claims in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, and the Court approves the settlement, you will be bound by the Court’s orders and judgments and will release any claims against Discover in these lawsuits or related to the Misclassified Card Transactions. If you do not exclude yourself, you can object to or comment on any part of the settlement. The deadline to either exclude yourself or object to the settlement is March 25, 2026 Visit the website for information on how to exercise these options.
Expected Measurable Benefits From AI Implementation
Small
operators are especially interested in using AI for crime detection.
and segmentation; and corporate automation and meeting support.
Expected measurable benefits from implementing AI are closely tied to operators’ top priorities, with at least four in 10 citing reduced inventory waste, higher customer retention rates, more effective promotions, and enhanced customer satisfaction. Large and small operators appear to be aligned in their expectations of AI benefits.
The top operational areas in which retailers are using or plan to use AI are personalized marketing offers, predictive inventory management, and employee scheduling optimization. In addition, small operators are significantly more interested in using AI tools for crime detection systems than large operators. CSN
Sharing Knowledge
Executives from across the channel gathered at the 2025 Convenience Store News Technology Leadership Roundtable & Awards Dinner to discuss all things tech
By Melissa Kress
EXCITING OPPORTUNITIES swirl around retail technology, and they seem to change all the time.
To gain insight into the comings and goings of technology in the convenience channel, tech and marketing leaders from the across the industry gathered at the 2025 Convenience Store News Technology Leadership Roundtable & Awards Dinner, held Oct. 14 in Chicago.
Sponsored by presenting sponsor Hughes and main sponsors Altria Group Distribution Co., Mako Networks and Vixxo Facility Solutions, the annual event featured an exclusive first look at the findings of the 2025 CSNews Technology Study; recognition of the CSNews Technology Leader of the Year Awards winners; and roundtable discussions of all things tech.
According to attendees, retail media presents a great opportunity for collaboration between convenience retailers and consumer packaged goods companies. However, while eye-catching digital screens around the store capture customers’ attention, some retailers told the group that they are more focused on monetizing the data than on retail media itself.
Continuing on the data theme, attendees acknowledged the benefits of artificial intelligence (AI) — with many potential uses in both the front and back ends of the business — but some conceded that the jury is still out and it will take some time to assess the full effect of AI.
As for how technology is shaping their stores, retailers
pointed to inventory control and loyalty adoption as top areas of impact. An overarching theme that repeatedly came up was leaning into technology to enhance the customer journey every step of the way.
Attendees stressed the importance of focusing on tools that deliver measurable results vs. just delivering hype, especially considering the high price tags attached to many initiatives. Aside from cost, change management is crucial for overcoming resistance to change, they said.
Top Challenges in C-store Tech
While new, innovative technology solutions are coming into the industry at a rapid pace, there are challenges, namely keeping in-store systems up and running, and navigating fragmentation between systems. Notably, some attendees explained that they are working with older systems that may not be able to accommodate the latest solutions.
With this in mind, one retailer noted that his organization is working on a broadband initiative to get as much bandwidth as possible. “It’s not about what our needs are today, but what they will be tomorrow, and we don’t want them to be limited by infrastructure,” he shared.
Another challenge is that not all initiatives gain traction in all stores. For example, one attendee pointed out that their company’s investment in self-checkout is not delivering returns in rural stores. Mobile apps, on the other hand, are performing more consistently.
One other top challenge, which c-store retailers have been facing for decades, is trying to solve the age-old problem of converting fuel customers to in-store customers. Technology can move the needle here, attendees agreed. In addition to ramping up their foodservice game, some retailers said they are employing digital tactics at the pump to drive motorists inside.
Celebrating Excellence
The event capped off with the presentation of the Technology Leader of the Year Awards.
Now in its 10th year, this program honors convenience store retailers (company or individual) that demonstrate exceptional vision and innovation in the development and utilization of tech solutions for the good of their own organization — and contribute to advancement of the c-store industry as a whole. This year, for the first time, CSNews awarded winners in two categories: Small Chain Award, recognizing a retailer with 50 stores or less; and Large Chain Award, recognizing a retailer with 51 stores or more.
This year’s honorees were:
Small Chain Award Silver Medal: Taylor Wilson, Golden Oil Co. — Previously a network engineer with Mako Networks and now director of technology for Kenosha, Wis.-based Golden Oil, Wilson has brought his experience from the vendor side to the Midwest retailer. He has helped Golden Oil go from a third-party technology approach to bringing everything in-house, saving the company thousands of dollars.
Small Chain Award, Gold Medal: Nittany MinitMart — In 2024, the State College, Pa.-based operator of 28 c-stores simultaneously launched a new mobile app, loyalty program and online ordering platform. The entire digital transformation took less than a year and the result has been an engaging, valuable and seamless digital experience for its customers.
Large Chain Award, Silver Medal: RaceTrac Inc. — Innovation is embedded in Atlanta-based RaceTrac’s culture with consistent identification and piloting of emerging technologies, including smart checkout systems, remote orchestration, AI-powered inventory tracking and computer vision for loss prevention. The retailer also recently introduced a next-gen mobile app focused on personalization and better accessibility, which has increased daily engagement by two to three times.
Large Chain Award, Gold Medal: Parker’s Kitchen — Savannah, Ga.-based Parker’s Kitchen embraces a clear, consistent commitment to technology from leadership through to frontline teams. Among the recent tech highlights at the company are its proprietary SmartKitchen AI-enabled technology; fuel optimization efforts through a partnership with Titan Cloud; the rollout of NCR Voyix self-checkout lanes in approximately two-thirds of its stores; and data-driven decision-making leveraging insights from PDI’s reporting features. CSN
The event, held in Chicago, included roundtable discussions and presentation of the Technology Leader of the Year Awards.
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Surveying the Loyalty Landscape
Active participation in convenience store loyalty programs is holding steady
With consumers minding their spending, securing customer loyalty is of the utmost importance to convenience store retailers today as they must compete for every dollar. Loyalty programs, in turn, are getting increasing attention from operators as a means to build stronger customer connections, drive more trips, and capture valuable data to inform decisions. According to the 2025 Convenience Store News Realities of the Aisle Study, which surveyed 1,500 consumers who shop a c-store at least once a month, convenience store loyalty programs are largely meeting expectations, though there are some areas for improvement. The study found:
Participation in convenience store loyalty programs is holding steady. For the past two years, 42% of all c-store shoppers surveyed said they are enrolled and actively use a program.
Would you be comfortable if your convenience store loyalty program showed you personalized/targeted ads based on past purchases?
Consumers are showing growing acceptance of personalized offers delivered through loyalty programs — 85% are at least somewhat comfortable, up 7 points vs. a year ago.
EXTREMELY/VERY SATISFIED
SOMEWHAT SATISFIED
SATISFIED
Nearly three-quarters of active participants express satisfaction with their preferred c-store’s loyalty program — this percentage jumped 5 points year over year.
Dissatisfied participants, however, cite the following problems:
• Insufficient rewards
• Slow accumulation
• Fast expiration
• Redemption challenges
• Lack of personalization
• Out-of-stock issues
“The rewards take a long time to accumulate, and the discounts don't always apply to the items I frequently buy. It could use more personalized offers.”
— Surveyed shopper
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