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Pearl Buck once said, “The young do not know enough to be prudent, and therefore, they attempt the impossible — and achieve it — generation after generation.” Judging by the accomplishments of the 16 20- and 30-somethings who make up our fifth class of Hot Shots, she was on to something! Demonstrating a remarkable penchant to “just go for it,” these fearless future leaders are bringing healthy new products to market, collaborating with peers to find new solutions to old problems, and disrupting the status quo at every turn. They’re community-minded, purpose-driven and committed to making the world a better place. Read on to learn more about what makes these go-getters tick:
Kali Hill
Hill knew she wanted a career in retail at the tender age of 16. While she originally intended to become a fashion buyer, the 2009 recession prompted her to take a job in the more stable food industry, where she’s worked in retail store leadership, grocery distribution and, most recently, sales and marketing.
“Today, as a business manager at JOH, I’m passionate about driving results, building strong partnerships and creating an environment where teams can thrive and succeed,” says Hill.
But one of her proudest professional achievements thus far was creating and branding an aged-and-at-risk inventory sell-off program at a leading grocery distributor. Designed to reduce shrink and recover value from excess inventory, “The program is still active more than a decade later and continues to generate millions of dollars in annual sales, which is incredibly rewarding to see,” says Hill.
As a cancer survivor, she brings a deep sense of gratitude and perspective to everything she does. “That experience taught me that adversity can either define you or strengthen you, and I chose the latter,” says Hill. And while she’s been fortunate to have had strong mentors and supportive colleagues, she believes that, ultimately, success comes from “showing up every day, working hard and refusing to give up when things get difficult.” She adds, “To me, resilience is one of the most valuable qualities a person can have, and it’s been a driving force behind everything I’ve achieved so far.”
Beyond perseverance and hard work, Hill says simply being nice to people is key to success. “It’s easy to overlook just how small our professional world really is,” she explains. “Relationships matter, and your reputation is built through every interaction you have. Skills and experience are important, but how you show up, how you treat people and how you respond to challenges often define your career far more than any title ever will.”
Cole McCallister
McCallister started working in restaurants at age 15. “I quickly fell in love with the industry because there was something deeply gratifying about feeding people and seeing the direct impact of your work,” he recalls. But after graduating from the Culinary Institute of America, working as a chef in kitchens here and abroad, and, eventually, earning a bachelor’s degree in food business management, McCallister realized that he wanted to expand his impact beyond the kitchen.
He joined PepsiCo’s Frito-Lay innovation team to work on products and flavors, and the experience fundamentally changed his perspective. “Instead of feeding hundreds of guests a day, I was helping create products that could reach millions of consumers around the world,” he says.
From that initial experience, McCallister moved on to private brands and retail grocery, eventually expanding into merchandising and category management. “Today, at Kroger, I have the opportunity to combine everything I’ve learned across culinary innovation, product development, manufacturing, merchandising and business strategy,” he says. But his goal of feeding people good food hasn’t really changed — only the scale of the impact.
From dishwasher to category manager, McCallister says two lessons have stayed with him. “Make it nice or make it twice” may be a restaurant industry colloquialism, but it applies to every profession. “Whether you’re preparing a meal, building a business case or leading a project team, take the time to do it right the first time,” explains McCallister. The other lesson, “Always a student, never a master,” is one McCallister learned from chef Eddie Ghimm. “It’s a reminder that growth stops the moment we believe we have nothing left to learn,” he says. “The best leaders I’ve worked with throughout my career were endlessly curious. They asked questions, challenged their own assumptions and were always looking for ways to improve.” He adds, “Whether you’re just entering the industry or have been in it for decades, maintaining a learner’s mindset is one of the most important things you can do.”
Paul Reiss & Mike Meadows
At 5 years old, Reiss and Meadows met on the school bus in Hudsonville, Mich., where they ate ice cream almost every day — largely because Hudsonville is home to a renowned ice cream manufacturer. But when the fitness buffs went to college and got more involved in sports, ice cream became only an occasional treat because it didn’t allow them to meet their macronutrient goals. Underwhelmed by the chalky protein shakes and bars on the market at the time, the pair bought themselves a cheap ice cream maker and started experimenting with recipes in the kitchen of Meadows’ parents. And that’s where the idea for Protein Pints was born.
“We shouldn’t have to choose between our favorite foods and our health goals,” says Meadows, who’s proud of the fact that — thanks to the efforts of he and his best friend — millions of consumers no longer have to make that trade-off. But the pair is just getting started, he says, envisioning a day when high-protein, low-sugar treats are on every shelf, not just the specialty section. As the current leaders of the protein ice cream category, “Everyone is watching us, studying us and learning from us,” he adds. “It’s a lot of pressure but also a really cool feeling!”
So how did he and Reiss go from college students to ice cream category trailblazers in just a few short years? “We believed in our dream from the very beginning — not only that it was possible but that we would succeed,” says Meadows. Sure, taking that initial leap was frightening. “But I’ve always asked myself, what will I regret more: going all in and failing or never having tried?” he says. “I think a lot of people go through life with a dream but don’t go after it because they’re scared. I would tell young people with a dream not to wait for the perfect time to start; go after it right now.”
Anthony Carnevale
Carnevale’s first job after graduation was as a DIII college football coach. He didn’t expect that position to help prepare him for a career in the frozen food industry, “But the leadership, teamwork and relationship-building skills I learned through coaching continue to influence how I approach business today.” In fact, forming strong relationships has become a key piece of Carnevale’s professional development plan.
“Throughout my career, I’ve learned that success in this industry is built on relationships, collaboration and a willingness to keep learning,” he explains. That’s one reason Carnevale is so grateful to have been selected to join the NFRA’s 2026 First Penguin Leadership Program, which he calls a highlight of his career. “One of the most rewarding aspects of the program has been the opportunity to connect with talented peers from across the industry and learn from their diverse experiences and perspectives.”
Carnevale says he’s also been fortunate to have worked for leaders who invested in his development, challenged him to take on new opportunities “and provided guidance when I needed it most.” Without the support of those mentors, says Carnevale, he wouldn’t be where he is today.
But he also takes inspiration from a quote shared with him by his father-in-law that he keeps on his desk: “The best is yet to come.” As Carnevale sees it, “It’s a reminder to stay optimistic, keep learning and never become too comfortable with where you are today.”
His advice to young people just starting their careers in the frozen food industry is simple: “Be curious, work hard and, of course, invest in relationships. The opportunities will come, but the people you learn from and the reputation you build will have the greatest impact on your long-term success.”
Painterland Sisters
Facing the pressures of a changing dairy industry, the Painter family’s fourth-generation dairy farm needed to find a new path forward. That need was the spark that eventually led sisters Hayley and Stephanie to create Painterland Sisters, a new brand of skyr that combines time-honored food traditions, nourishing ingredients and, of course, organic whole milk.
“But what started as a way to create a more sustainable future for our own family farm has grown into a much bigger vision: helping create a future where all family farms can continue to thrive,” say the pair, who’ve seen first-hand how challenging it can be to carry a farm forward for generations. “We’re using Painterland Sisters to connect more people to the source of their food, the farmers who produce it and the land that makes it possible… and we want consumers to recognize that the choices they make at the grocery store can have an impact far beyond their own table.”
What gave two women in their 20s the confidence to build their own CPG brand from the ground up? “Farming doesn’t really give you the option of waiting until tomorrow when something needs to be done today, and that mindset has carried over into building a business,” they explain. “We’ve never been afraid to work hard, take risks, learn as we go, and keep moving forward even when we don’t have everything figured out,” add the co-CEOs, who continue to push each other both personally and professionally the way only sisters can.
The other key to the Painters’ success is a willingness to question the status quo. Like many young entrepreneurs, “We’re not afraid to ask, ‘Why are we doing it this way?’ or to try something different,” they say. “At the same time, we have tremendous respect for the experience that comes with time in the industry. We think the strongest teams are the ones that bring those perspectives together.”
Their advice for other budding entrepreneurs: stay rooted in what you believe in, stay curious and willing to learn, and surround yourself with good people willing to challenge and encourage you. “And don’t be afraid to take a path that feels a little different,” add the sisters. “Some of the best opportunities come from being willing to try something before you know exactly how it’s going to turn out.”
Morgan Stulpe
After spending five years at Meijer headquarters, Stulpe made the jump to the CPG side of the business — and hasn’t looked back since. She’s lived in Chicago, Denver and, now, San Diego, where she’s in her third different role with Campbell’s. Stulpe’s original objective was to deepen her understanding of the CPG industry and forge the relationships that it’s built on. But now that she’s done that, her goals have changed. Now, she wants to make a difference.
“I want to leave my mark by sharing original thoughts and ideas to better understand how to serve customers at shelf and to improve the industry as a whole,” Stulpe explains, citing a strong desire to collaborate with other innovative thinkers working for the greater good — an opportunity she’s been afforded as a member of this year’s NFRA First Penguins Leadership Program.
Stulpe says she’s lucky to have had “some exemplary mentors,” who not only guided and supported her but also encouraged her to stay true to herself and her values. As a result, “I understand that my superpower lies in my strong sense of morals and the courage to speak up and stand up for the things I believe in.” Like many in her generation, she’s also willing to challenge the status quo, which is one reason Stulpe believes diverse teams that include young people with new ideas are so important and critical to CPG success.
“I believe the younger generation is the one that will make changes where they’re needed and push leadership and other industry professionals to do things differently, to try new approaches and cause necessary disruption in a…mature industry,” she says. It’s no surprise, then, that Stulpe’s advice to young people new to the frozen and refrigerated foods business is to bring their individuality — and the courage of their convictions — to work with them every day. Their great idea could be the one that changes the course of the industry forever!
Katherine Fuson
Fuson didn’t have a plan when she graduated from San Diego State with a business degree. She landed in cybersecurity sales and “honestly hated it.” Then Pitaya Foods came calling.
“Looking back, it really feels like the universe pushed me in the right direction,” she says. “I took a chance on something completely new and quickly fell in love with CPG, especially the relationship side of sales and being truly passionate about what I was selling.”
It helped that she liked the company she was keeping. “I was also inspired by the people around me,” Fuson says. “I really look up to my peers and the founders and wanted to learn from them.” What began as a customer service role has expanded along with the company, giving her a hand in “almost every side of the business.” Her aim now is “to always keep growing in the industry and as a person — and to truly never stop learning.”
Much of the job is evangelism. Pitaya’s lineup leans on fruits many shoppers have never handled — dragon fruit, passion fruit, acai — so Fuson spends her days “educating retailers on our products and telling the story behind them so we can get healthy, nutritious and fun fruits onto more shelves.” She’s equally keen on the new Regenerative fruit line: “It’s exciting to be able to sell products that are not only good for the consumer, but are being produced with the health of the planet in mind.”
Selection for the NFRA’s First Penguin Next Generation Leadership Program is the achievement Fuson is proudest of, in part because it pushes her “to be uncomfortable in situations I wouldn’t typically find myself in.” She credits her success to three things: strong role models, genuine passion for the brand and “taking charge.”
Lindsey Schickel
Curiosity is Schickel’s competitive edge. “I genuinely enjoy learning and asking ‘why,’ which has helped me adapt quickly to new roles, functions and challenges,” she says. “I’ve found that understanding different perspectives is often just as important as having the right answer.”
Schickel began her career in consulting because she was fascinated by how different businesses work and wanted exposure to a variety of industries. Eventually, she was drawn to fast-moving consumer goods, which requires both analytical problem-solving skills and an understanding of human behavior.
“I’ve intentionally sought out cross-functional roles that allowed me to learn from different teams and perspectives,” she says, noting that the path led to Mars, where she leads digital strategy. “While my long-term goal has always been to keep learning and expanding my impact, today I’m especially passionate about helping brands connect with shoppers in meaningful ways in an increasingly digital world.”
Schickel is particularly interested in accessibility and inclusion. She co-founded an employee resource group focused on advocating for employees and consumers with diverse abilities, addressing issues ranging from the structure of employee meetings to how products are designed, packaged and marketed. She also advocates for allergy-friendly and meat-alternative products.
“One philosophy that has served me well is to stay curious,” says Schickel. “Some of the biggest opportunities in my career have come from being willing to admit what I don’t know and seeking to understand the perspectives of others.
“For anyone entering the industry today, I’d encourage them to focus less on finding the perfect career path and more on finding opportunities to learn,” she continues. “Roll up your sleeves and seek out experiences that stretch you, build relationships across functions, and volunteer for projects that feel a little outside your comfort zone. Skills can be taught, but curiosity, adaptability and a willingness to learn will open doors throughout your career.”
James Walsh
Walsh got his start in CPG merchandising as a college student, servicing Coca-Cola accounts on Cape Cod. “Those summers were long, but I took pride in making sure every one of my stores was well taken care of,” he recalls. It was there that he picked up the lesson that still guides him: “Always leave something better than I found it.”
Walsh says credit for the rest belongs to the people around him — his wife Genesis and his father Jim, who retired after more than 40 years in the industry. “He gave me a strong foundation by instilling in me the importance of family, hard work, helping others, loyalty…and showing up for your community and your faith.”
Walsh has spent nearly two decades paying that forward. He first volunteered with the New England Food Foundation’s (NEFF) Food Caravan in 2006 and hasn’t stopped since. Today, he’s past president of the Frozen and Refrigerated Association of the Northeast (FRANE) and vice president of NEFF, organizations that matter “because of the impact they have on young people and their efforts to help shape the next generation.” There’s a deeper connection as well. A stone in NEFF’s memorial garden at the Cape House bears his grandparents’ names and another in the section reserved for past presidents honors his father.
“One of my personal goals is to one day have the honor of seeing my own name in that same section alongside my dad,” Walsh says. “To me, that would represent much more than an accomplishment. It would be a reflection of family, service, leadership and giving back.”
Walsh’s advice to newcomers is simple. “Get involved in everything you do… Raise your hand. Be willing to take on something new. Most importantly, treat people with kindness and respect.”
Alek Ramoska
Ramoska and friends graduated from college at the peak of the 2008 recession when even entry level jobs required five years of experience. Things felt pretty hopeless, so the group decided to build on their passion for good food by starting their own company, which — not coincidentally — they called Hope Foods.
The discovery of “a huge opportunity gap” in the hummus category led to the creation of what would one day become the No. 1 organic hummus brand in the country. But it wasn’t all smooth sailing. “The problem was that our naturally organic hummus only had two weeks of shelf life, so scaling nationally seemed impossible,” recalls Ramoska. Unwilling to compromise product integrity by relying on heat pasteurization, the team eventually discovered cold water high pressure processing (HPP) and, later, pioneered the use of the new technology in the hummus category — a risky, game-changing move that still fills Ramoska with pride.
What gave the food industry neophyte and his friends the guts to just go for it? “Having hope, not only in myself but in others,” he answers, referring once again to the aptly named brand he helped create. “Merriam Webster defines hope as ‘an optimistic state of mind based on the desire and expectation that a positive outcome will happen,’” explains Ramoska, who continues to employ that mindset. The other piece is purpose.
“Being part of something bigger — having a purpose — can really ground a company and help them press forward,” says Ramoska, who believes young people in particular are highly motivated by their commitment to a cause, which makes them valuable members of any team.
Around the time Ramoska welcomed his first child in 2021, Hope Foods was sold to a French dairy. He eased back into the industry as his family grew and in 2024 joined emerging frozen novelty company Island Way Sorbet. However, his goal is the same: “To share a message of hope both internally to our company and externally to the next generation, which I know is facing similar headwinds in the job market as I did.”
Michael Powis
Powis owes his career to a chance encounter behind a frozen yogurt counter. While swirling Pinkberry in college, he met a customer who offered to pass along his resume because she “knew someone in the industry.” That someone turned out to be the founder and CEO of J&J Snack Foods, and that customer, a member of his family.
Powis started in consumer relations and worked his way up, distinguishing himself by pairing data analytics with the marketing skills he learned in school. But the destination was never in doubt. “Ironically from a young age I wanted to be in the food industry, so I can’t really say much has changed in that respect,” he says. “I was always fascinated by what made someone purchase a food product, even when I was little and I was going grocery shopping with my great aunt and grandma.”
After a decade, the honor that means the most to Powis is J&J’s inaugural “Character” award, tied to the company’s 7Cs of culture. “I’ve dedicated so much of my career to J&J Snack Foods, and I also try so hard to do what’s right…so receiving that award makes me feel like I must be doing something right for my organization and for my own personal moral compass,” he says.
Powis credits his success to bosses who allowed him to spread his wings — vp Joanne Mizner and CMO Lynwood Mallard — and the sense of ownership that helped create. Now he’d like to mentor the next generation of newcomers. His advice to them: “Work hard and do your best to do it right; never half do something. Own the work you do and be proud of it.” He sees the category as a blank slate and the industry as a family. “We take care of our own.”
Armin Hadziomerovic
This isn’t the career Hadziomerovic had planned, but it’s definitely the right one. “I started in higher education, but I have always had a business mindset,” he explains. “I am motivated by trends, change and staying informed about what is new in a constantly evolving world,” all of which align perfectly with his current role in merchandising at Houchens.
Hadziomerovic says his goal has always been to keep growing in whatever he does — personally and professionally — and to help those around him. He puts words into actions through his work with The Boys and Girls Clubs of the Bowling Green Area, an organization that’s supported by Houchens as well. “Today’s kids are the future of our industry,” says Hadziomerovic. “They may become our customers, employees, associates or industry partners.”
Professionally, Hadziomerovic is most proud of the relationships he’s built throughout the industry. “I value the people I have met and the opportunity to help those around me grow,” he says. He is also open to learning from both mentors and mentees. “Everyone approaches work differently, and I believe younger team members can learn from more experienced team members while also finding more efficient ways to improve processes. One message I hear often is to ‘train your replacement.’ That does not mean people want to replace you; it means helping others grow so you can continue advancing, while also building talent from within.”
Hadziomerovic was a member the inaugural class of the NFRA’s First Penguin Leadership Program and he remains committed to expanding his network, developing as a leader, and continuous learning. He credits his success to support from his wife, parents, supervisors and mentors combined with his willingness to listen, step outside of his comfort zone, and accept guidance from others who have been there before.
Nick Bennecke
Sometimes a strong work ethic is instilled long before entering the workforce. Bennecke credits his industriousness to a young single mother who worked several jobs in order to give him the best shot at succeeding. “She would bring me along to work and give me various projects to do so I wasn’t bored,” he recalls. “It helped out with creative thinking, but I’m pretty sure she was just trying to keep me occupied. But that instilled in me a work ethic that I live by to this day and also gave me the drive to want to be the best I could be in various aspects of life — from sports to school to my career.”
Professionally, Bennecke is a fixer. He welcomes the opportunity to take on challenges and think differently to drive solutions. But he doesn’t do it alone. “I firmly believe that when we come together, the sum is greater than its parts,” he says. “That’s the leadership approach I try to instill in the teams I’ve had the privilege to be a part of.”
Bennecke completed business school while working full time, an experience that allowed him to sharpen his business acumen while building relationships with mentors he still connects with today. “I’ve had the privilege to have been trained and worked at some amazing organizations, both large and small, where I’ve been able to continuously put tools in my toolkit,” he says. The goal: “To be better tomorrow than today.”
Bennecke says he’s most proud of what he and his colleagues at the Tropicana Brands Group have been able to accomplish together, and he enjoys collaborating with them “to build and deliver new processes, procedures, and building blocks to enhance our global enterprise.”
Michael Coleman
Coleman’s path to the food industry wasn’t at all planned. In high school, when it was time to start choosing a career, he was focused on playing baseball. Fortunately, St. Joe’s gave him the opportunity to do both.
“I wasn’t the most talented player,” says Coleman, “but I learned that I could compete by preparing, showing up consistently and refusing to quit” — lessons that ended up serving him well in the business world as well. By redshirting his freshman year, Coleman was able to extend his time at St. Joe’s an extra year, making the five-year Food Marketing co-op program a perfect fit. “My logic at 18 was pretty simple: People are always going to have to eat,” he says. “So I signed up.”
Coleman learned that he thrives in smaller, family-owned businesses. “I like being somewhere you can have a real impact and be close enough to the business to see the results,” he explains. “I’ve realized that I’d rather help grow the pond than spend my career chasing a bigger one.”
Nearly 20 years later, Coleman is still friends with people who were his first mentors. “Early in my career, success was mostly about proving myself and performing,” he says. “Today, I’m much more interested in leadership — developing people, continuing to learn and eventually giving back to an industry that has been very good to me.”
To that end, Coleman recently took part in the NFRA’s First Penguin Leadership Program. Long-term, however, he plans to get more involved with the association so he can help shape the future of the retail food industry. “I’ve benefited from colleagues who invested their time and experience in me, and I’d like to eventually do the same for others,” he says.
Matt O’Hare
At 48, O’Hare may seem a bit young to be called an industry veteran. But in some ways, he’s been in the business since birth. As the grandson of JOH founder Harry O’Hare and son of former CEO Chip O’Hare, the current CEO has big shoes to fill. Fortunately, he’s more than up to the task.
After five years in the finance industry, O’Hare joined the family firm in 2011 as an account executive in the frozen and dairy department. At that time, the regional food broker only had a handful of frozen and refrigerated clients. Today, however, it’s got more than 50 — an increase O’Hare attributes not only to the tireless efforts of his stellar team but to the company’s involvement in industry associations such as the NFRA.
“When it comes right down to it, this is a people business,” explains O’Hare. “So engaging with your clients and customers and earning that relationship every day is key. You can do that by sitting across a desk from them, but you can also do it by working with them on industry goals — or to put on a show,” he says, citing his current role as NFRA convention chairman. The networking opportunities are also significant. “So many past and future clients have come to us through the NFRA and FRANE (Frozen & Refrigerated Association of the Northeast),” says O’Hare, who calls participation in the two groups “instrumental” to JOH’s success — and a great way for industry newcomers to make connections.
His other piece of advice to young people just starting out is to remember that the relationships they establish today will continue to grow and compound over time, so it’s important to put in the effort now. In addition, he says, the category manager you’re interacting with today could be a CEO 10 or 20 years from now. “So always treat people well at every level.”
O’Hare takes his role as steward of the family business very seriously and wants to make sure it’s in good shape when he hands it off to the next generation. Are any of his kids interested in taking over one day? “Well, we did catch our oldest doing resets in our kitchen cabinets at one point,” he jokes. “So you never know.”
Marie Magabeleta
It’s the people side of business that inspires Magbaleta-Sao. So it comes as no surprise that even after 35 years with Grocery Outlet, she is most proud of her role as a mentor, training people from the assistant level all the way through the buyer level.
“I’ve always felt my responsibility isn’t simply to teach someone how to complete a task,” she says. “I want to give them a solid foundation and help them understand the why behind what they’re doing. I want them sitting in meetings, asking questions, talking to suppliers, understanding the numbers and sometimes getting a little outside of their comfort zone — because that’s usually where the growth happens.”
Magbaleta-Sao started at Grocery Outlet right out of college, working her way up from assistant buyer to associate buyer, then buyer and, now, senior buyer. “My entire career has been in refrigerated foods, so in many ways, I really feel like I grew up here,” she says. “Grocery Outlet was such a unique place to start a career. We were a lean team then, so everyone rolled up their sleeves, wore a lot of different hats, and did whatever needed to be done, regardless of title. Looking back, I think that was one of the best ways I could have learned the business.”
After 35 years, Magbaleta-Sao says she still finds the ever-changing business exciting. “I still love the buying side, the hunt, finding that great deal, building supplier relationships and bringing incredible value to our stores and customers,” she says. “But what’s become equally rewarding is taking what I’ve learned and sharing it with others.
Her advice for young people? “I’ve learned that the best relationships, whether with suppliers, our independent operators or people within Grocery Outlet, are built over time. It’s about listening, following through and genuinely caring about the people you work with,” says Magbaleta-Sao. “Integrity has always been important to me. I believe in doing what you say you’re going to do, treating people with respect, being fair and consistent, and showing up in a way that people know they can count on you.”
Jorge Silva
Silva’s frozen food journey started in 1998 when he helped his sister and her husband take their Italian ice brand from food cart to retail in a span of three years. He later joined Michael Angelo’s and, after its acquisition by Sovos Brands in 2017, found himself working on the Rao’s brand, where he teamed up with what he considered “the best collection of CPG talent in this industry.”
Although Silva’s career includes plenty of highlights, “I’m most proud of what we accomplished with Rao’s. We had an incredible team, all working in sync to take it from a niche, under $100 million brand to a $1+ billion powerhouse in a short amount of time,” he says. Even now, “I love seeing the fruits of our labor on the shelves in grocery stores across the United States.”
Where does Silva’s drive come from? “I think there’s an aspect to being an immigrant that gives you a fighter’s mentality in life,” he explains, citing his father’s rise from textile mill mechanic to textile mill owner as his inspiration. During those years, “We didn’t always have the luxuries we enjoy now. So giving back to the community is important to me,” says Silva, who serves on the board of directors of the Second Harvest Food Bank of Metrolina in the Charlotte market. He also coaches soccer and does his best to sneak in important life lessons as well.
What advice does he have for young people entering the frozen and refrigerated foods business? “Get comfortable being uncomfortable,” says Silva, who suggests trusting your instincts and taking the chance. He’s also a big proponent of networking — and remembers the days when sales success in particular relied on relationships. To some extent, that’s still the case. “So open doors and build your network. Those people will become your sounding board, your mentors and, ultimately, your friends, and they will be there to support you your whole career and beyond.”
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