Volume 28Volume • Number 1919 •• NumberNumber12 • DECEMBER 66 •• JUNEJUNE 201720082008

BusinessBusiness SolutionsSolutions forfor RetailRetail DecisionDecision MakersMakers

®® a HARBOR COMMUNICATIONS publication A HARBOR COMMUNICATIONS PUBLICATION

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Recognizing this Year’s Industry Frontrunners

Figuring Out the Future of Tobacco .....45 Dazzling Customers Across Dayparts ....48 C-Stores Power Through Storms ...... 52

Faces WS.indd 2 11/20/17 10:59 AM COVER STORY

EGULARLY WHEN PUNDITS EVALU- every day for a cup of joe or a break- ATE athletes they often compile fast sandwich or to fill up their gas 2017 Rcareer statistics, crunching the tanks. And because many on this numbers to determine the best quar- year’s list belong to family-owned terback, most talented goalie, elite companies, these young professionals point guard or top outfielder. are that much more in tune to ensuring Numbers come into play in every- their customers are receiving the high- day business as well when evaluating est quality service, each and every day. staff. Often the best employees, man- Those who work in this business are agers, directors or executives who members of an evolving and diverse demonstrate intangibles such as cre- industry, which is not surprising given ativity, leadership, originality and the diversity of U.S. consumers who loyalty are harder to quantify. frequent today's c-stores. As the face of The individuals in the following the channel’s customer base becomes pages represent big corporations and even more diverse, companies willing small chains—but all demonstrate to embrace social media, technology the type of qualities that most employ- and even meal kits are becoming more ers seek. Each member of this year’s 40 successful. Under 40 class plays an important role The challenges in 2018 will be in determining the future course of his numerous: local laws that stifle busi- or her respective company. ness growth, rising healthcare costs, a Included are category managers, booming ecommerce movement and financial officers, marketing directors, the ongoing search for capable work- vice presidents and CEOs. If you look ers loom large. However, the young This year’s 40 Under 40 class closely, you’ll find that all of the indi- professionals that make up this year’s represents a wide range of viduals in the 2017 class likely share group seem up to facing any obstacles. individuals who boast innova- many of the same qualities—qualities CSD and the National Advisory that go above and beyond the regu- Group's (NAG) Young Executives tive thinking, business smarts, lar stat line of a good employee or a Organization (YEO) tallied the votes, community engagement and responsible manager. crunched the numbers and came up professionalism. It’s also what with 2017’s 40 Under 40 class. keeps the c-store industry ON THE BALL For those interested in nominating There are few industries that bet- your future leaders for the class of 2018 sprinting forward. ter connect to the people within a local or to join YEO, contact CSD Editor and A CSD Staff Report community than c-stores. They are NAG Executive Director John Lofstock there for the customers that come in at [email protected].

Blair Alderson, 25 where we are headed in the future,” she said. “Our mission Human Resources Manager is to be a guest-driven, quality power retailer, and the only way to achieve that goal is to first make sure we are taking care of our own people and empowering our team members Company: The Kent Cos. with excellent training and future career goals.” Alderson began her tenure at the Texas c-store chain in Headquarters: Midland, Texas the corporate communications and brand development Number of Stores: 44 department, where she focused on company events, vol- Years with the Company: 2 unteer/community outreach and advertising promotions. A graduate of Arizona State University, Alderson met LAIR ALDERSON TRANSITIONED INTO a new role as owner Bill Kent, another Arizona State graduate. Afterward, human resources manager for The Kent Cos., earlier she decided the retailer was the place for her, said Alderson, Bthis year, overseeing the company’s in-house recruit- who also played on the Sun Devil women’s soccer team. ing and benefits departments. “I love the opportunity of taking on a good challenge So far, she has left her mark. and look forward to growing with the company,” she said. “I really enjoy being involved in the recruiting process. “Looking ahead at 2018, The Kent Cos. will continue to grow It’s crucial to our company, both who we are today and and expand.”

24 Decisions l December 2017 COVER STORY

Sonya Amill, 28 Jared Bartle, 34 Foodservice Specialist Director of Operations

Company: FriendShip Food Stores Company: Blueox Corp. Headquarters: Fremont, Ohio Headquarters: Oxford N.Y. Number of Stores: 24 Number of Stores: 11 Years with the Company: 1 Years with the Company: 20

INCE JOINING FRIENDSHIP FOOD Stores, Sonya Amill has made an impact on the chain’s foodservice pro- ARED BARTLE HAS BEEN around the convenience store Sgram in a short time. She brought years of hands-on industry since the young age of 14. experience in the foodservice industry. J “Much of my experience comes from working the Most recently, Amill worked in the quick-service restau- front lines of the business. Aside from c-stores, we operate rant industry, serving as a general manager. She became a home heating fuel distribution and HVAC business,” said accomplished in staff development and training and leader- Bartle, referring to the diversified Blueox Corp. in New York ship. These skills will come in handy, with the task of elevating State. “This is where I spent most of time, but in the last few FriendShip Kitchen’s foodservice program. years, I’ve started to get much more involved in the store side “The expectations of our guests are increasing, and serv- of the business. I’ve been very fortunate to be surrounded by ing high-quality products at our stores each and every day is people who have helped to teach, nurture, guide and chal- our goal,” said Amill. “Building the business does not happen lenge me to be a better and more effective leader.” overnight. We want to grow our food offer as a destination for Like any effective leader, Bartle is looking to the future. breakfast, lunch and dinner.” In 2018, he and company executives plan on reinvesting in Improving the product mix through new product devel- store locations. opment, leading selection and rollouts as well as the “We would like to do a lot of remodeling/rebuilding of implementation of new items at 24 locations keeps Amill some of our older stores, with the intention of then being busy at FriendShip Food Stores, which is the retail division of able to offer new products/services that will hopefully Fremont, Ohio-based Beck Suppliers. increase foot traffic, revenue, margins, etc.” Amill’s commitment to growth extends beyond the work- Management will also be focusing on rebranding all of place. In addition to the hectic work schedule, Amill returned the company’s locations over the next few months, includ- to college to earn a degree in applied sciences. Balancing her ing exteriors, interiors and the foodservice program. life and work is still clear cut. “For many years we flew under the Nice N Easy fran- “I know that everything cannot be done at once,” she said. chise flag,” said Bartle. “However, after the franchise was “Prioritizing and understanding the needs of our staff in intro- sold, following the passing of Nice N Easy founder John ducing change is one of the keys to success.” MacDougall, we decided to launch our own brand.”

Jaquilyn Bohn, 30 the chain's construction and planning coordinator. Construction and Planning Coordinator "Over the next year our goal is to raze and rebuild 16 stores, add 17 new-to-industry sites and build seven new Company: Inc. offsets across New England, New York and Florida," Bohn Headquarters: Westboro, Mass. said. "This fall we started rolling out our newest prototype, which we are calling the AIM 3.0 stores." Number of Stores: 558 With the new store design is a renewed focus on foodser- Years with the Company: 5 vice and providing outstanding service, in which Bohn has played an integral role. ITH NEW LEADERSHIP, NEW vision, new store designs, "As seen in our new AIM 3.0 stores, we are focusing on a new products and even a new logo, Cumberland more food and customer service based environment to grow WFarms, over the past decade, has evolved. Since our footprint in the c-store industry," Bohn said. "We now 1939, Cumberland Farms is still family owned and operated, have self-service terminals, an expansive menu and added continuing to reflect the values it was built upon. a second floor for storage, all while maintaining the classic Building on its legacy, the third-generation retailer based feel of the neighborhood Cumby’s. We have appealed to the in Westboro, Mass., is adding new convenience stores and needs of our customers and we will continue to evolve to updating the design on its existing units, said Jaquilyn Bohn, keep up with the times."

December 2017 l Convenience Store Decisions 25 COVER STORY

Jessica Boyd, 27 Courtney Buckley, 32 General Manager, Manager of Training and Development Express Petro Transportation Company: VERC Enterprises Company: The Kent Cos. Headquarters: Duxbury, Mass. Headquarters: Midland, Texas Number of Stores: 28 Number of Stores: 44 Years with the Company: 6 Years with the Company: 1 FAMILY-OWNED BUSINESS WITH LOCATIONS in ESSICA BOYD MOVED FROM Alabama to Midland, Massachusetts and southern New Hampshire, VERC Texas to help The Kent Cos. start a fuel transportation AEnterprises continues to grow its business while Jcompany called Express Petro Transportation in June upholding a traditional commitment to its customers. The 2017. She met the owner of Kent Cos., Bill Kent, in Mobile, convenience chain is implementing a new employee train- Ala., where he proposed a job opportunity. ing program in 2018, headed by Courtney Buckley. At the time, Boyd was involved in a similar project in “We’ll streamline training so people feel confident in Alabama where she was the office manager of Hunter their jobs sooner and push themselves to do more,” said Livery and in charge of managing the profitability and Buckley, manager of training and development. “Things operations for the company. can change overnight. We need up-to-date processes in “The challenge seemed appealing to me,” she said of the place to ensure everyone is on the same page. It's my job chance to help build a fuel transportation business. In her to make sure everyone understands why changes are made current role, Boyd is directly responsible for the start up of and how to implement them correctly at store level.” what will be known as a common carrier dedicated to The At VERC, Buckley has taken on many roles successfully, Kent Cos. including category manager and district manager. Along Boyd also aims to combat the diminishing stereotype the way, she has been involved in various issues that have that Millennials aren’t ambitious, by scoring one profes- impacted the course of the future of the company. sional success at a time in her own career. In the coming year, there will be increased focus on tech- In fact, for young professionals looking to succeed, Boyd nological upgrades. Buckley will play an integrate role. said one of the biggest challenges in corporate America still “We’re focusing on analyzing our data in order to have is dealing with the perception that Millennials aren’t totally a clear picture on what items sell best, which will help us committed to the organization. keep up in a quickly changing market,” Buckley said. “Any “I have found the biggest challenge as a young executive retail channel that uses technology or delivery service to is the constant expectation of failure or lack of willingness give customers speedier service poses a challenge. VERC to make the same sacrifices as our elders,” she said. must keep up with marketplace changes, but continue to Midland, Texas-based Kent owns and operates 44 conve- provide fast, friendly service. Some people still appreciate nience stores and quick lubes. face-to-face interaction.”

Jimmy Clifford, 29 his grandfather Jack Clifford. His father, Jim Clifford, joined Fuel Operations Manager the company in 1980. Today, in his role as fuel operations manager, Jimmy Company: Clifford Fuel Inc. Clifford’s responsibilities include the pricing of gas and fuel Headquarters: Marcy, N.Y. at retail locations, environmental compliance and helping manage Clifford Fuel’s dealer business. Number of Stores: 19 Throughout his time at the company, Clifford has been Years with the Company: 7 involved in marketing campaigns and advertising as well. IMMY CLIFFORD BEGAN WORKING with his family’s He was also involved in the process of the chain’s c-store business, Clifford Fuel, back in college during his sum- branding change from Nice N Easy to Cliff’s Local Market, Jmer vacations. which took place earlier this year. “It gave me a strong interest and appreciation for our The biggest issue facing the region has been fighting fraud family business as well as the c-store business in general,” on transactions such as skimming at the pump. It’s the same said Clifford. issue that Clifford Fuel is working on to ensure its customers After he graduated from Union College, Clifford joined are protected. “Even with the EMV upgrades we need to stay the company full-time, part of a third generation to work in diligent in taking the necessary steps to make sure our loca- the family business. Clifford Fuel was founded in 1961 by tions are a secure place to do business,” Clifford said.

26 Convenience Store Decisions l December 2017 COVER STORY

Mike Clifford, 28 customers better and meet their convenience needs.” Engagement is a key component in a market that is Category Manager seeing dollar stores and drug chains move in on the family- owned business with buying power to offer lower prices on Company: Clifford Fuel Inc. items key to Clifford’s margin. Headquarters: Marcy, N.Y. “Dollar General has been growing rapidly in our market- Number of Stores: 19 place,” Clifford said. “Quick-service restaurants are a significant Years with the Company: 6 threat to our foodservice and coffee business as well.” Between chain stores, non-convenience brands and reg- S CATEGORY MANAGER, Mike Clifford knows the ulations like minimum wage increases, business can be ways of doing business are changing. As brand cham- challenging. But the category manager is working to help Apion, he also understands the need to connect with advance Clifford Fuel’s operations to stay ahead of the com- customers. petition while still engaging its clientele. “Increasing awareness and building the reputation of our “The most challenging issue is staying in front of the convenience store brand, which debuted this past May, is a changes that the retail and fuel industry will undergo in the top priority,” said Clifford. “Another priority is growing the future,” said Clifford. “The changes could be drastic, and social media and technology component to engage with our we’ll need to adjust the current model to stay profitable.”

Alex Davidovich, 28 Britt Davidson, 36 Executive Vice President Manager of Loss Prevention

Company: Town Star Holdings Company: Kum & Go L.C. Headquarters: Port Saint Lucie, Fla. Headquarters: West Des Moines, Iowa Number of Stores: 18 Number of Stores: 420 Years with the Company: 3 Years with the Company: 3

S THE EXECUTIVE VICE president of Port Saint Lucie, S THE MANAGER OF loss prevention at Kum & Go, Britt Fla.-based Town Star Holdings, Alex Davidovich Davidson leads the analysis, detection and prevention Aoversees the daily operations of the company’s 18 Aof control issues. This includes an array of responsi- convenience stores. bilities from monitoring cash, inventory and fuel loss to A second-generation leader in the industry, he credits his leading theft and fraud functions (detection, investigation, early success to hands-on experience gained in his upbring- analysis) to loss prevention training, just to name a few. ing. “Having a strong operational base means that I can lead Previously, Davidson was the corporate loss prevention effectively from the front.” said Davidovich. “I love being able leader for Scheels All Sports. Before that, he began his foray to help a new manager order cigarettes or jump behind a busy into loss prevention as inventory control manager at Menards. Subway counter during a lunch rush. I can set the standard and Davidson began working at Kum & Go in 2013 after a motivate at the same time. You can’t do that from an office.” mutual friend introduced him to then manager of loss pre- Davidovich approached the development of Town vention, Christie Sullivan, and they discussed opportunities Star’s growing restaurant program, which comprises 22 for him to further develop the strategy and foundation of restaurant locations, sampling food products and testing loss prevention at Kum & Go based on his experiences in equipment from manufacturers nationwide. his previous role. “I had to experience the program from the perspective One of the main loss prevention objectives at Kum & Go of our employees to know that it was doable. I wanted to is to provide a safe and secure working and shopping envi- watch customer reactions to know whether we were head- ronment, he said. ing in the right direction.” “In recent years, violent crimes, and specifically robber- He said his father influenced his hands-on approach. ies, have seen a dramatic increase,” said Davidson. “There “My greatest influence has always been my father, Avry. are many theories as to why this increase is happening, but Thirty years ago, he started at the bottom of this industry the fact remains, our job has gotten more difficult because and worked his way to the top. He did it by building rela- of the sporadic nature of these crimes and it’s increasingly tionships with customers and trust with his employees. I important that we be proactive in reducing and deterring want to achieve success the same way.” violent crimes/robberies.”

28 Convenience Store Decisions l December 2017 COVER STORY

Lisa Dell’ Alba, 39 Jonathan Durling, 33 President and CEO District Leader

Company: Square One Markets Inc. Company: QuickChek Corp. Headquarters: Bethlehem, Pa. Headquarters: Whitehouse Station, N.J. Number of Stores: 9 Number of Stores: 150 Years with the Company: 13 Years with the Company: 17

IKE MANY IN THE convenience store industry, Lisa HEN JONATHAN DURLING’S GREAT-GREAT-GRANDFA- Dell’Alba is looking to stir up greater profits by offering THER started a dairy business in central Lfoodservice options that cater to consumers’ evolving Wknown as Durling Farms in 1888, he likely never tastes for healthier choices. imagined a convenience store that featured food, soup and “We hope to be able to offer more fresh and healthy items. cold cuts available through touchscreen kiosks, or more We are developing new food items and trying to navigate than a dozen flavors of coffee. what is still a challenging fresh food supply chain,” said But 130 years later, the Whitehouse Station-based Dell’Alba, president and CEO of Square One Markets Inc. convenience market chain is taking its strategy to pro- The company’s better-for-you initiative doesn’t end vide fresh products and food-to-go to a new level with there. Dell’Alba works to inspire her staff to embrace a its 150 store, marking a new prototype design. The new healthier lifestyle, too. QuickChek location offers free Wi-Fi and indoor seat- “It’s something important to me, and I want to help oth- ing counters with phone and laptop charging stations ers in our Square One Markets family to achieve their goals. in addition to a menu of fresh items with healthier and I am personally challenging a few of our team members clean ingredients. to pursue their goals to become fitter with exercise,” she Also, the new design offers wider aisles with food sta- said. “A few of us are taking on a workout challenge in a tions that include extensive displays of freshly-made few weeks.” market items and baked goods made in the store. Dell’Alba also is excited about deepening relationships In 17 years at QuickChek, Jonathan Durling has experi- with vendors to provide products that will convince individ- enced this growth more than anyone. As the son of Dean uals to stop and shop at her stores in eastern Pennsylvania. Durling, company president and CEO, he understands the “In the past year, we have had the opportunity to work family aspect of the business. And while the chain varies closely with one of our suppliers,” said Dell’Alba. “It is from small family stores to larger convenience stores with truly an honor to know that the opinion of the small retailer more than a dozen fueling locations and pharmacies, it con- matters so much in an industry of some very large players.” tinues its focus in bringing more to its customers.

Nicole Earp, 33 petition out there for the qualified employees,” said Earp. Chief Financial Officer “We are competing with a lot of manufacturing jobs that have very good benefit packages and higher wages. In our Company: Good Oil Co. (Good To Go) low-margin industry we are having a hard time getting the Headquarters: Winamac, Ind. right people, especially customer-focused employees.” Aside from revamping its foodservice program, Good Number of Stores: 18 To Go is preparing to launch a digital marketing initiative Years with the Company: 11 to move its promotions and in-store advertisements away from standard signage to digital forms to attract customers’ ON GOOD’S FAMILY HAS run Good Oil Co. since the attention. Like most c-stores, the retailer is looking to stay business started in 1941. To grow the organization, ahead of impactful trends. Dthe family has surrounded itself with dependable “I believe the online retail stores such as Amazon and professionals like Nicole Earp, chief financial officer. Walmart are our biggest threat,” she said. “We live in a pretty Earp has never taken her professional success for rural marketplace and as those sales pick up and (compet- granted, especially in an industry where competition is itors) are delivering groceries and home supplies, we are tight—including the challenge of identifying able workers. going to see less frequency of people needing to drive the “With the low unemployment rates there is a lot of com- distance to town to pick up their household needs.”

December 2017 l Convenience Store Decisions 29 COVER STORY

Fouad Caroline Filchak, 29 El-Nemr, 26 Director of Retail Operations Executive Vice President Company: Clipper Petroleum Inc. Headquarters: Flowery Branch, Ga. Number of Stores: 28 Years with the Company: 7

Company: Nouria Energy Corp. S DIRECTOR OF RETAIL operations for Clipper Petroleum, boasting 28 conve- nience stores in Georgia and South Carolina under the Clipper, On the Run and Headquarters: Worcester, Mass. ACircle M brands, Caroline Filchak is closely linked to the company’s pipeline. Number of Stores: 116, 49 car washes Her expertise will be vital next year as Clipper tackles some significant projects. Years with the Company: 2 “We have a new store build on the books for mid-2018, which will feature our new store prototype, branding elements and offerings,” said Filchak. “Last year, we became a Bojangles’ franchisee and opened our first Bojangles’ location. We OUAD EL-NEMR HAS BEEN involved have plans to open another Bojangles’ in mid-2018, and we are looking forward with his family’s convenience to growing that part of our business.” Fstore business since he was 14 Clipper is in the final stages of the planning and development of a new foodser- years old. Over that time, he was vice concept that it will begin testing at one of its stores in early 2018. To complement involved in all facets—from stocking those program changes, Clipper is remodeling some of its store locations. the shelves to cleaning the pumps to Lastly, the company is boosting workplace benefits for its staff. running the cash register. “We recently implemented a chain-wide wage increase and raised our starting “When I got older I moved into the wage. We are building upon that to roll out other programs that will show our finance and accounting department, team members how much we appreciate their contribution and recognize their and once I was in college I started value,” she said. “Our goal is to become the ultimate employer of choice in the attending quarterly board meetings communities where we operate.” to understand every aspect of the business,” he said. Robert Griffith, 32 Now back as executive vice pres- President ident of Nouria Corp., El-Nemr, who holds an MBA in concentrated finance from Suffolk University, Company: Golden Pantry Food Stores Inc. works with the chief operating offi- Headquarters: Watkinsville, Ga. cer and chief financial officer on Number of Stores: 38 analyzing data on special projects by Years with the Company: 4 developing financial and forecasting models, and handles budgeting and HE GOLDEN PANTRY FOOD Stores convenience chain, famous for hot, home- banking for the growing company, made biscuits and hand-breaded fried chicken, has been serving the Athens, which earlier this year completed TGa., area for 52 years. Of course, such savory offerings don’t come about the acquisition of the F.L. Roberts & without a lot of hard work. Co. Inc. Robert Griffith, president of Golden Pantry, is tackling the challenges that “When our father eventually many c-store retailers face, such as staying up to date on technology and finding retires, my brother, who is now com- and retaining good talent to manage the stores and serve customers. pleting his master’s degree, and I will “We have an unemployment rate in the low fours, which is great,” said Griffith, continue the family business for gen- referring to this part of Georgia. “However it does present some challenges in erations to come,” said El-Nemr. regard to staffing.” Into 2018 and beyond, he said the Next year, the company will be even busier. company will focus on its private “We will be transitioning to a new grocery wholesaler, releasing a new revi- label product line, My Nouria, as sion to our existing Golden Pantry brand, refreshing our website and debuting a well as growing both its new Nouria- customer-facing mobile app,” Griffith said. “We have a full plate.” branded store concept and its Golden Simultaneously, the chain will continue its focus on employees, customers Nozzle car wash operations within its and the communities where it does business. New England footprint. “We wouldn’t be where we are or who we are without them,” said Griffith. “We strive to make all of our decisions with our people and communities in mind.”

30 Convenience Store Decisions l December 2017 COVER STORY

John Hillam, 38 an important role in helping drive the convenience chain Vice President, Power Move Division forward. In his opinion, the retailer is “the coolest retail con- venience experience on the planet by balancing efforts to be Company: Maverik Inc. a great place to work, a great operator for our customers Headquarters: Salt Lake City and a great growth company.” Number of Stores: 304 That growth metric will expand more in 2018. Years with the Company: 7 “By the end of next year, Maverik will accept commercial fleet cards at each of our 300-plus stores through a game- changing proprietary point-of-sale system,” Hillam said. AVERIK STORES ARE FAMOUS for an outdoor image “And in the kitchen, we will be cooking and brewing up and the slogan, “Adventure’s First Stop.” The chain some hot, new Bonfire Grill items with compelling value Mis spread across 10 Western states and is the larg- for our customers on the go.” est independent fuel marketer in the Intermountain West. The consumer’s demand for fresh food and expanded In addition, Maverik is known for a variety of proprietary fuel pump offerings is evolving, and “Maverik provides products and the Adventure Club Card loyalty program. the coolest retail convenience experience on the planet,” he John Hillam, vice president of the Power Move division, added. “There isn’t any competitor, in or out of our indus- which includes fuel supply, logistics and marketing, plays try, attacking our position in this space.”

Sharif Jamal, 36 Whitney Haslam Johnson, 38 Operations Analyst Chief Experience Officer

Company: Chestnut Petroleum Company: Distributors Inc. Headquarters: Knoxville, Tenn. Headquarters: New Paltz, N.Y. Number of Stores: 750 Number of Stores: 300 Years with the Company: 14 Years with the Company: 8

UST AS CHESTNUT PETROLEUM Distributors (CPD) is a F 2017 WAS A busy year for Whitney Haslam Johnson, driving force of retail entrepreneurship in New York, vice president of brand and guest experience at Pilot JNew Jersey and Connecticut, Sharif Jamal is one of the IFlying J, 2018 promises to be even busier. forces driving the company’s future. “We will also be rolling out the new Pilot Express concept,” As an operations analyst for the company, which includes said Johnson. “These locations are a smaller format than 300 company-owned and dealer-operated locations, Jamal our travel centers. Through this new store model, we will recognizes that good customer service begins with good be highly focused on enhancing our food offerings and will employees. provide quick, healthy options. Pilot Express locations will “I believe one of the biggest issues we continue to deal feature newly upgraded and modernized facilities in addi- with in our region is hiring new employees,” Jamal said “A tion to standard offerings.” c-store sales associate is not the most glamorous job so we Johnson is tasked with building a strong brand presence have to do our best to make our stores fun and interesting and helping further position the company’s travel centers as places to work.” roadside destinations. Pilot Flying J operates more than 750 Of course, there are multiple facets to a successful con- Pilot and Flying J Travel Centers across North America, serv- venience store operation and the family enterprise that has ing more than 1.3 million customers daily. developed into the burgeoning CDP brand is preparing for Pilot Flying J in 2018 will expand its network through the future. That includes improving foodservice offerings the addition of some 20 new locations, Johnson said. In for company-operated sites and creating new programs to addition, the company is also highlighting the MyPilot app, help dealers grow their business as well. allowing users access to trip planners, its MyRewards loy- “In 2018 we are hoping to launch more technology pro- alty program and the ability to access special offers with grams that can help automate some of our daily data entry our MyOffers feature. and free up more time for our site managers to work with “Every day, our focus is to provide great service to our guests their teams and have more of a presence on the sales floor,” and to deliver on our mission of connecting people and places said Jamal. with comfort, care and a smile at every stop,” said Johnson.

32 Convenience Store Decisions l December 2017 COVER STORY

Mary Kolkoski, 30 Nick Assistant Director of Marketing Lacaillade, 34 Senior Vice Company: Jetz Convenience Centers President of Retail Headquarters: Hales Corners, Wis. and Corporate Number of Stores: 4 Development Years with the Company: 15 Company: Certified Oil Corp. Headquarters: Columbus, Ohio ARY KOLKOSKI IS A fourth-generation member of the O’Connor family Number of Stores: 70 business Jetz Convenience Centers. As the assistant director of market- Years with the Company: 5 Ming, Kolkoski is involved in all aspects of the business, but her focus is mainly on operations, payables and marketing. S IT NEARS ITS 80th anniversary, “I currently manage our Hales Corners location and am learning the financial Certified Oil is a company on part of the business,” Kolkoski said. “When I am not at one of the stores, or in the Athe move. office, I work on our pump advertising and digital marketing.” Founded by Carlyle Baker, in Piqua, Kolkoski and the Jetz team are excited for a busy 2018, preparing plans to help Ohio in 1939, Certified remains one the chain grow its offerings in the new year. of Ohio’s leading c-store operators “We are currently working on new store designs, and I am excited to be a part and retail fuel suppliers. Collectively, of the process,” said Kolkoski. “This is a new area of the business for me and I the family business operates or sup- am anxious to watch and participate as we deploy many of the current trends plies more than 140 locations in Ohio, and new best practices.” Kentucky and West Virginia. Jetz also recently introduced higher blends of ethanol, specifically E15 and Nick Lacaillade, a third-genera- E85, to the forecourts. “I'm watching as the performance of that new sector tion executive for Certified Oil, has grows,” she added. been senior vice president of retail and corporate development since 2012. Before returning to the family Jillian Kreamer, 29 business, he spent seven years work- Store Systems Administrator ing on Wall Street. His father, Peter, is chairman and Company: Freedom Oil CEO of the Columbus, Ohio-based company. Headquarters: Warsaw, Ind. Looking ahead, the thriving retailer Number of Stores: 6 will be revamping its loyalty program Years with the Company: 5 to better meet its customers' needs. The new program will be called “For T WAS THE ENTHUSIASM that Freedom Oil owners Greg and Sheila Cobb had for You Rewards," said Lacaillade. their business that convinced Jillian Kreamer to join their team five years ago. "In addition to the loyalty pro- I Today, that same level of enthusiasm still drives her and the company, gram, we will overhaul much of our which distributes gasoline to c-stores and gas stations while also operating six of human resources practices, includ- its own c-stores under the Freedom Oil banner. As store systems administrator, ing recruiting, interviewing and Kreamer is responsible for the financial end of the business from accounts pay- hiring standard operating proce- able to petroleum accounting to managing the Pricebook. dures and rolling out a mystery-shop One of the biggest issues she sees facing convenience stores in Freedom Oil’s program," Lacaillade said. retail-saturated market areas is finding the right people to staff the stores. The On top of this, the Certified con- company found some success by using social media such as Facebook to make venience chain in January will open connections. a new-to-industry store in Ohio—a “We also increased our minimum wage, which has also helped to increase the move to grow its footprint. pool of qualified and quality applicants,” said Kreamer. “To help keep and moti- “I’m also head of corporate develop- vate the staff, the company also instituted a bonus program a few years ago.” ment, including spending our growth Kreamer describes it as a kind of profit-sharing program that gives everyone a capital on rebuilds and new builds,” stake in seeing that the company does well. The program has been very reward- Lacaillade said. “We’re currently look- ing, not just for the employees, but for the profitability of the company, she said. ing at a slew of properties at various stages to grow our store base.”

December 2017 l Convenience Store Decisions 33 COVER STORY

Bailey Lindsay Lyden, 35 Lyden, 33 Vice President of Administration/Development Vice President of Retail Company: Truenorth Energy LLC Headquarters: Brecksville, Ohio Number of Stores: 110 Years with the company: 11 N HER ROLE AS vice president of administration and development at Truenorth Company: Truenorth Energy LLC Energy, Lindsay Lyden’s responsibilities touch on many areas of the convenience Headquarters: Brecksville, Ohio Ichain’s operation. The goal is to continue to build a profitable business that’s well Number of Stores: 110 positioned to serve its customers while continuing to growing its market presence. Years with the Company: 10 That growth strategy also includes identifying new ways to market to a diverse Millennial base and ensuring a modern store design that keeps pace with S VICE PRESIDENT OF retail evolving demand. “Truenorth is well into a revolving five-year plan of upgrad- for Brecksville, Ohio-based ing our network of stores,” said Lyden. “We rebuild six to eight stores every year ATruenorth Energy, which oper- and remodel another six to eight, focusing on signature features such as our rest- ates the 110-c-store chain truenorth, rooms, beer caves and food area.” Bailey Lyden faces a number of busi- Lyden and the executive team focus a considerable amount of time and ness decisions every day. thought on how the family-owned company, which operates 110 truenorth- While government regulations branded store locations in Ohio and Indiana, can make the shopping experience in general don’t appear as burden- for its customers quicker, simpler and more seamless. some as in years past, he believes The demand for c-stores to remain nimble while providing U.S. consumers there’s an ongoing need to chal- efficient service is only increasing.“I think our industry has always been tuned lenge regulations at both the state into what the quick-serve restaurants, drug and grocery [channels] are doing,” and local levels in the categories of Lyden said. “But more and more, we are seeing Amazon being more convenient tobacco, labor and fuel. in people’s lives—with the key word being convenient.” Lyden said that among primary ini- tiatives for Truenorth in 2018 are two Stephanie Martone, 34 major initiatives: “We will continue Category Manager, Other Tobacco Products our aggressive investment plans on development in order to keep deliv- Company: Cumberland Farms Inc. ering an updated retail experience for our customers. At the same time we Headquarters: Westboro, Mass. will continue to expand offers that are Number of Stores: 558 fresh and ‘better for you.’” Years with the Company: 11 Among the c-store’s additional TEPHANIE MARTONE WOULD NEVER say that she’s the face of Cumberland business plans for the next 12 Farms. However, it’s fair to say that there are many local community mem- months are strategies to enhance Sbers who know her as the face of the New England convenience chain. current foodservice offerings and That’s because as Cumberland Farms’ category manager who oversees OTP launch new food lines that comple- (other tobacco products), she regularly attends meetings of city councils and town- ment its current program. ship trustees to discuss the latest local tobacco ordinances, which have become “We also want to focus on market- common in many of communities where the c-store chain operates. ing the truenorth brand more than “The biggest issue we face right now is keeping up with the local legislation hap- in previous years,” Lyden said. pening in the Northeast and evolving legislation at the federal level,” said Martone. Like all other retailers, the Ohio “We do our best to keep up with the changing landscape, but it is definitely a moving retailer is keeping keeps a weather target with lots of change.” eye on Amazon’s rapid incur- Cumberland Farms continues to focus on serving patrons and being the best des- sions into various areas of retail. tination for their everyday needs. That objective remains clear as the chain extends Amazon’s recent investments in the its retail reach into other areas including Florida—the test ground for its concept Whole Foods Market will force food store design that was launched a couple of years ago. providers to be more aggressive on As for OTP, Martone expects 2018 to be bright and sunny. several fronts. “Our biggest initiative is always to grow sales,” Martone said. “Product mix and “One of those fronts will continue innovation are key to that. We will continue to review and strive to make 2018 a great to be c-stores,” said Lyden. year for tobacco sales.”

34 Convenience Store Decisions l December 2017 COVER STORY

Julia Miller, 31 Dana Moloney, 29 Director of Business Growth Strategic Workforce Partner and Development Company: Warrenton Oil Co. (FastLane Company: Blueox Energy Convenience Stores) Headquarters: Oxford, N.Y. Headquarters: Warrenton, Mo. Number of Stores: 11 Number of Stores: 35 Years with the Company: 7 Years with the Company: 4

ROWING UP IN THE family fuel and c-store business, ANY NEXT-GENERATION C-STORE LEADERS have been Julia Miller developed an intimate knowledge of groomed for success and understand that the busi- Gits customer base and their purchasing habits. For Mness challenges they face today are significant. example, she knows some of their retail locations serve as a This is also true for Dana Moloney, who was promoted to grocer on top of being a traditional convenience store. strategic workforce partner in April 2017 after serving as Miller, director of business growth and development, FastLane's food service director for three years. sees this larger community presence and service as an At family-owned Warrenton Oil, which operates 35 opportunity to add even more value. FastLane stores, 11 car washes and three hotels, Moloney has “We service a lot of rural areas with few options as far enjoyed support from experienced leadership. “I’ve been able as places to eat,” said Miller, who’s been part of Blueox to learn from industry veterans, and been given the freedom Energy for the past seven years. “We want to see families to make my own decisions. I’ve also been introduced to sev- unload from their cars, sit down at our tables and spend eral trade organizations and encouraged to take an active role.” time together enjoying good food, great staff and true con- Inherently there is a lot of pressure on next-generation exec- venience to their busy lives.” utives when they are trying to fill the shoes of successful past She wants to add value to the Blueox name, too. leaders. The key is to continue learning the industry and carving Very soon, all 11 stores will be rebranded as Blueox your own path with employees and customers, said Moloney, Neighborhood Markets. who also sits on the Young Executives Organization (YEO) board. “The really unique thing about this new brand is it brings “As members of YEO, we are afforded the priceless opportu- together our energy divisions and our store divisions,” said nity to network with and learn best practices and cost-savings Miller. “We get to capitalize off both sides of our business. solutions from top industry leaders,” Moloney said. We have customers who don’t know we have stores and Overall, Moloney views the convenience store industry customers who don’t know we do energy. This is a great as a great place to build a rewarding career. opportunity to bring those worlds together and service cus- “Our whole purpose is to offer a service that helps make tomers at their homes or on the road.” peoples’ lives easier,” she said. “If we can help brighten some- one’s day with a quick, tasty breakfast sandwich and coffee, that’s pretty cool. And it’s evolving, so it keeps things exciting.”

Daniel Moran, 31 convenience store level is rather fresh to him still. His approach has been a boon to Rotten Robbie’s retail Category Manager operation. “I love being able to walk into a store and make changes Company: Robinson Oil Corp., (Rotten that directly interact with customers and their shopping Robbie Convenience Stores) experience,” said Moran. Headquarters: Santa Clara, Calif. Of course, some changes come about because of external Number of Stores: 35 forces including the threat of sugary drink taxes. Years with the Company: 1 “These initiatives have the potential to harm retailers based on geographic location, and fail to do little more than I’M A RECENT ADDITION to the Robinson Oil team, so learn- redirect purchases to another area, effectively hurting the ing about our unique stores and customer base has been local economy,” Moran said. “a fun challenge,” said Daniel Moran, a category manager To keep customers interested, he plans to cash in on con- covering 35 Rotten Robbie c-stores in northern California. sumers’ preference for locally-sourced products. Prior to his current position, Moran worked in the con- “I want to focus on carrying more local brands, products sumer packaged goods industry for more than a decade. that are hyper-local and haven’t blown up yet,” said Moran. That experience provided him in-depth knowledge of var- “I want customers to come into my stores knowing we’ll ious product families, but viewing them daily from the have classic brands, but also something new and exciting.”

36 Convenience Store Decisions l December 2017 COVER STORY

Whitney Douglass Oestreich, 28 Robby Posener, Credit Manager 37 Vice President of Company: Douglass Distributing (Lone Star Food Stores) Store Experience Headquarters: Sherman, Texas Number of Stores: 22 Years with the Company: 4 Company: RaceTrac Petroleum Inc. N TODAY’S TIME-STARVED WORLD, c-stores continue to have a place in U.S. retail Headquarters: Atlanta, Ga. as consumers want frictionless transactions. Whitney Douglass Oestreich is doing Number of Stores: 500 Iher part to ensure Lone Star Food Stores is meeting customers’ expectations. Years with the Company: 14 In 2018, Lone Star is rolling out a mobile app and expanding its proprietary Mexican quick-service restaurant, Mi Taco. Moreover, the retailer is opening its first coffee lodge (TexaKona Coffee Lodge). All of these initiatives will happen ITH A 6,000-PLUS SQUARE-FOOT against the backdrop of a revamped employee-training program. convenience store design, Just as important, the chain is adding renewable diesel and gas without etha- Woffering more than 4,000 items, nol to its fuel offerings and implementing near field communications (NFC) to Swirl World frozen yogurt, free Wi-Fi fuel dispensers, which enables flex pay. and both indoor and outdoor seat- For all the projects at the pump, fuel is also one of the family business’ biggest ing, RaceTrac Petroleum has become a challenges, Oestreich said. model of consumer satisfaction. “Our biggest issue is trying to price competitively in a market where we do not Helping the Atlanta-based con- get the RIN (Renewable Identification Number) while the competition around us venience chain delight customers is does. To quote my grandfather, Bill Douglass, ‘the point of obligation needs to be Robby Posener, RaceTrac's vice pres- moved to the rack or the government economics of subsidizing the large retailers ident of store experience. In 2018, will spell the eventual end to the small, independent retailer. The small retailer foodservice will be a higher priority. attrition, currently created by the uneven playing field has already begun, with "We have finally gotten comfort- hundreds selling out where possible or just closing.’” able with our ability to execute food at the levels that our guest expects Alex Olympidis, 30 and our menu is headed right President of Operations where we want it, which is allowing us to feel confident in our invest- Company: Corp. ment to roll out a first-class food Headquarters: Valparaiso, Ind. operation," Posener said. "Our con- Number of Stores: 70 tinued enhancements in immediately Years with the Company: 9 consumable beverages are also sup- porting that work along with great T'S A BEEN A busy year at Family Express as the company rolled out a new bolt-on purchases from our private design that is focused on center store and foodservice. Overseeing these initia- label line." Itives is Alex Olympidis, who was recently promoted to president of operations. As RaceTrac grows and expands Olympidis, who also serves as the vice chairman of the Young Executives into new markets, Posener said other Organization (YEO), said Family Express "strives to be the finest small chain of retail channels such as dollar stores convenience stores and fueling centers in the world." and online retailers will vie for its To help meet that goal, over the past 12 months, the Valparaiso, Ind.-based chain customers. debuted a new made-to-order hot foodservice offering, labeled Cravin’s Kitchen, "The threats to c-stores are com- as well as rebranding the inside of its stores with a focus on foodservice. Cravin’s ing from all angles, which makes it Kitchen features made-to-order breakfast sandwiches and an exciting upscale, cus- harder to pinpoint how to react," he tomizable pizza offering. said. "The space we are headed into Over the next year, the company looks to continue its expansion of the Cravin’s is very crowded as we become a res- to Order foodservice program across all three dayparts, Olympidis said. The taurant that also happens to provide deployment of Cravin’s Kitchen is synchronized with the rebranding of Family a great c-store and fuel offering. At Express store interiors designed to bring focus to its foodservice program. RaceTrac, we feel that our ability to “The family of our proprietary brands has evolved over decades of marketing, but offer consistency, variety and speed they existed in silos as opposed to speaking with one voice,” said Olympidis, who are going to be three distinctive oversees 70 Family Express locations across northwest and north central Indiana. advantages."

December 2017 l Convenience Store Decisions 37 COVER STORY

Ashley Quint, 34 “Retailers are inherently drawn toward execution,” said District Supervisor Quint. “However, an execution-only focus will eventually deteriorate your ability to provide the best customer ser- Company: Kum & Go L.C. vice possible. We’re working to connect with our customers Headquarters: West Des Moines, Iowa through small, meaningful details. We have some of the Number of Stores: 420 best associates out there, and it will be my job to help them Years with the Company: 3 understand how their connections will make Kum & Go the convenience store of choice.” Faster, easier shopping is becoming both commonplace ITH STORES IN 11 states, Kum & Go continually strives and expected in the c-store industry. Staying ahead of the to differentiate its operation from that of other retailers. curve is important. W One example is the convenience retailer’s “Some companies are trending towards smaller footprint &Rewards loyalty program, which rolled out more than a stores that allow a faster shopping experience,” Quint said. year ago, said Ashley Quint, district manager. “We’re now “In certain markets, you can order online and have the prod- connected with over 700,000 of our best customers and use ucts delivered within an hour. Kum & Go’s ability to stay that connection to stay relevant through their feedback.” relevant with fresh food, dependable service, fuel choices In 2018, Kum & Go will launch a new initiative that and ease of shopping is critical as other channels merge into focuses on connecting with people. our ‘convenience’ zone.”

Matthew Redmond, 30 Jared Scheeler, 37 President CEO

Company: Raymer Oil Co. Company: The Hub Convenience (Fast Phil’s and Run In) Stores Inc. Headquarters: Statesville, N.C. Headquarters: Dickinson, N.D. Number of Stores: 20 Number of Stores: 3 Years with the Company: 7 Years with the Company: 6

ED BY MATTHEW REDMOND, company president, Raymer OR JARED SCHEELER, LEADERSHIP means balancing Oil has earmarked 2018 as the year for some impor- what has been done with what’s to come. Ltant company initiatives. Raymer Oil comprises 10 Fast F “It's important to keep an eye on the future, but we Phils and 10 Run In branded locations. must also remember to balance that with the basics of the “We have had great success growing our retail business past,” he said. over the last two years and are looking to continue to make So how do leaders achieve that? smart acquisitions into next year with a focus on continuing “I believe there's a natural inclination for young leaders investments into foodservice,” he said. to continuously look forward, looking for that next great That includes continuing to add foodservice to every initiative or progressive leadership style,” said Scheeler. store that has a footprint large enough to accommodate it, “But we need to remember that the things our predecessors said Redmond, who joined the family company seven years in this industry did yesterday, helped set us up for the suc- ago. That’s despite the challenges of competing retail chan- cess of our industry today.” nels and larger c-stores. That success is helping Scheeler overcome challenges “We have some of the best in class operators in our area in the Bakken Oil region, where oil industry volatility and having to compete with them helps us to continue to affects sales forecasts, volume and pricing. With a mix remain focused on delivering the best customer experience of forward thinking and respect for the past, he is work- possible with the lowest possible price,” he said. ing to build new programs for The Hub in branding and The burgeoning retailer isn’t focused solely on business. foodservice. It also supports the local communities where it operates by “Though we are looking hard at some technological ini- giving back through golf tournament participation, charity tiatives for 2018, the bulk of our energy will be put towards luncheons and sitting on social committees. The company updating acquired stores to properly represent The Hub's recently helped a local elementary school in need of funds branding,” Scheeler said. “We're still focused on develop- procure playground equipment. ing ourselves as a quality alternative to the quick-service “I’m incredibly proud of all the great causes that we have restaurants. We're continuing to work on developing our the benefit to be involved with,” said Redmond. identity in the food channel.”

38 Convenience Store Decisions l December 2017 COVER STORY

Michael Bart Stransky, 38 Schiemer, 32 Executive Director of Merchandise and Supply Chain Digital Marketing Manager Company: RaceTrac Petroleum Inc. Headquarters: Atlanta, Ga. Number of Stores: 500 Years with the Company: 10 Company: Colbea Enterprises (Season N ARMY VETERAN AND graduate of the University of Georgia, Bart Stransky has led some of RaceTrac’s largest initiatives and served in a variety of Corner Market) leadership roles over his 10 years with the convenience chain. Headquarters: Cranston, R.I. A Now as executive director of merchandise and supply chain, one of his top prior- Number of Stores: 60 ities is to integrate the operational systems in which the company has invested. "We Years with the Company: 3 are focused on leveraging technology to automate a number of store processes around invoicing, ordering, receiving and other inventory functions," he said. "Helping the S THE DIGITAL MARKETING man- stores with these processes allows them to focus more on our guests’ needs." ager for Colbea Enterprises, Another initiative that will be coming to life for RaceTrac in 2018 is increasing AMichael Schiemer is prepared its internal product distribution abilities, especially around perishable products. for a big year ahead doing every- "This will support our expansion of freshly prepared foodservice offers across the thing he can to help spread the word fleet," Stransky said. of Seasons Corner Market, both online Over the next 12 months, RaceTrac will also continue to focus on organic store and offline, to consumers throughout growth, investing heavily in upgrading its self-distribution capabilities, with a New England. tight focus around perishable products. “Seasons Corner Market has had "As we grow stores we are also focused on expanding the advanced food offer- another incredible year of growth ing we have in our locations," Stransky said. "Our guests have shown that they desire and 2018 will be even better. It's these types of offers from us and we are working to deliver them across the company.” an exciting time for both the con- venience store industry and the growing use of digital market- Jared Sturtevant, 39 ing as a tool to brand and promote Supervisor of Digital Marketing c-stores,” Schiemer said. As customers spend an increasing Company: Alimentation Couche-Tard / amount of time on computers and Headquarters: Laval, Canada mobile devices, Schiemer said it is Number of Stores: 13,600 critical to reach the right consumer Years with the Company: 22 on the right digital platform at the right time. ARED STURTEVANT’S ROLE HAS changed significantly compared to a year ago “There are countless areas of our with the acquisition of CST Brands by Circle K. He continues helping the digital marketing strategy that we Jcompany during the transition. plan to improve, expand, evolve “Currently, I am actively assisting Circle K global, national and the respective and refine,” he said. business units with the transition of the Corner Store and Nice N Easy Grocery As the c-store industry grows Shoppes digital assets to Circle K,” said Sturtevant. “We are in the process of more competitive each year, he said migrating our robust audiences to the Circle K App, website and social platforms.” it’s vital to follow current trends, Sturtevant has had the opportunity to learn from some of the industry's most but also to listen to those with respected leaders during his 22-year career in the c-store industry. He began his career decades of valuable experience. with Nice N Easy Grocery Shoppes in 1996 as a clerk shortly following high school. “I've learned a great deal over the Prior to CST’s acquisition of Nice N Easy, Sturtevant served as the director of years from my father who worked marketing at Nice N Easy for five years. Before that, he was director of category extensively in the industry. I con- management. Sturtevant is also the chairman of the National Advisory Group's tinue to learn new things every day (NAG) Young Executive Organization (YEO). from all of the talented leaders Although so much of Sturtevant’s past is closely tied to the industry, his focus here at Colbea Enterprises,” said remains on the future. Schiemer. “I greatly appreciate the “My focus for 2018 will be ensuring a smooth transition for our customers as wisdom they have shared with me they are introduced to the Circle K brand. I will also be exploring new and excit- and I will continue building on it.” ing (career) opportunities.”

December 2017 l Convenience Store Decisions 39 COVER STORY

Spencer Thomas, 24 Whitney Thomas, 25 Brand Manager Executive Assistant

Company: Southwest Georgia Oil Co. Company: Southwest Georgia Oil Co. Headquarters: Bainbridge, Ga. Headquarters: Bainbridge, Ga. Number of Stores: 80 Number of Stores: 80 Years with the Company: 3 Years with the Company: 4

OMPETITION FOR C-STORES COMES not only from S AN EXECUTIVE ASSISTANT, Whitney Thomas is often other convenience stores, but also from grocers, gen- assigned to oversee elements of a multitude of proj- Ceral discount stores, big box chains, and now, online Aects for Southwest Georgia Oil Co. Currently, she is retailers that deliver purchases to homeowners’ doorsteps. attending to details related to unveiling a new retail con- Achieving growth within this crowded field is an accom- cept for 2018. plishment for any retail business “We have a few concepts beside c-stores that we want to Then again, expansion presents its own set of predica- nail down, [including] a non-fuel site on a college campus, ments to overcome as Spencer Thomas can attest. a grocery/market/c-store concept and a travel center,” said “Our company has tripled in size over the last few years, Thomas. and this has been a challenge,” said Thomas, brand man- The company, which operates locations in Alabama, ager for Southwest Georgia Oil Co. “The amount of growth Florida and its home state of Georgia, also is preparing to our company has taken on the last few years [affects] the overhaul its existing retail chain, which would include a sig- level of consistency and execution to our stores.” nificant redesign. Currently, its retail division features several store names, “The new concept is unlike anything we have seen in the including SunValley Market & Deli, Inland Fuels and S&S marketplace, so we are very excited to get this rolling out,” Food. For 2018, though, leadership has decided to consol- she added. idate its identity by creating and promoting a new brand Having an active role in a variety of endeavors keeps name for all locations. With 80 sites, that’s no small task; Thomas inspired. In fact, it’s what she enjoys most about however, Thomas, whose duties include construction working in the convenience store industry. development, said it’s been a valuable learning experience “Changing concepts within the stores and creating new for him professionally. ideas to stay innovative is a fun task,” Thomas said. “People “The most influential development for my career…has will always need to fuel their cars, and it’s a fun challenge to definitely been having the opportunity to work on different maximize each visit and make it special so they keep com- concepts that we are working on rolling out in 2018,” he noted. ing back to our stores.” “I am always learning from the leaders of our company.”

Mark Zietlow, 30 to take the company forward into the future. We have an incredibly strong management team supporting us, and Real Estate Development Manager they provide a vast experience and knowledge base, both within themselves and in the teams they have built. As Company: Inc. Gramps says, ‘Life is good, and the best is yet to come.’” Headquarters: La Crosse, Wis. Among Kwik Trip’s major initiatives that will spill over Number of Stores: 615 into 2018, he explained, is its retrofitting of this year’s acqui- Years with the Company: 6 sition of the PDQ convenience chain, which operates mainly in Milwaukee and Madison. ARK ZIETLOW CREDITS HIS early professional success “This acquisition has allowed us to enter critical markets in to the good fortune of having a mentor in his grand- our overall real estate strategy, and will complement our year- Mfather, Don Zietlow. over-year initiative of building 50 stores per year,” said Zietlow. “He has laid the foundation for both the company and His company’s focus and goal remains consistency. our family,” he reflected. “He has set us up for success, and “We strive to provide excellent food at a value for has ensured the sustainability of the company. As part of our guests, the best fuel options and quality, and supe- the third generation of family ownership, along with my rior guest service for our seven-million guests per week,” siblings and cousins, it is our privilege and responsibility said Zietlow.

40 Convenience Store Decisions l December 2017