Subriana Pierce, SVP of sales for C.A. Fortune based in the company’s Southern California office, has been named The Shelby Report of the West’s Woman Executive of the Year for 2024. Pierce is being honored for her contributions to the grocery industry, both through her work and through her service to others.
Pierce has a rich and varied business background, primarily in the grocery industry. But she started her career in banking, utilizing the economics degree from Atlanta’s Spelman College that she earned in 1988. She moved to Cleveland, Ohio, to work for National City Bank for a couple of years. It was in Cleveland that she met her husband of 33 years, Allen Pierce, and decided to pursue her MBA at the University of Chicago, where she earned her degree in 1992.
While in Chicago, she did three different internships – one each with March of Dimes, the Chicago Bulls and Dominick’s food stores. Though both philanthropy and sports (particularly NFL football) are near and dear to her heart, it was the grocery industry that became the path forward for Pierce.
Over the years, she’s gained a mix of retail and CPG experience, which was key when she and Allen formed Navigator Sales and Marketing in 2014. Having wanted to be a CEO from the time she was old enough to know what one was, the brokerage firm was her chance.
Though the learning curve sometimes felt steep, she and Allen persevered – while raising six children – and nurtured Navigator into a firm that was purchased by C.A. Fortune in 2023. She decided to stay on after the purchase, and it has been a great move, she said.
Pierce shares more about her path, including what she has learned, her work and personal values and who has been instrumental in her highly successful career as a Black woman in the grocery industry.
Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your back story? What led you to this particular career path?
While pursuing my MBA at the University of Chicago, I had the opportunity to intern at Dominick’s, which sparked my passion for the grocery industry. After graduation, I joined Jewel-Osco’s corporate training program, launching a career that has kept me in this dynamic field ever since.
I’ve been fortunate to gain experience across different aspects of the industry, starting on the retailer side at Jewel, advancing my career on the manufacturer side with Frito-Lay and returning to the retail world with the Albertsons Companies in Southern California.
More recently, I transitioned to the broker side of the business, broadening my perspective even further. My father once told me, “People always have to eat,” and his wisdom has proven true. The grocery industry has been a stable and rewarding career path, allowing me to grow both professionally and personally.
Can you share the most interesting story that happened to you since you began leading your company?
When Allen and I launched our brokerage, Navigator, in 2014, we connected with another broker couple who had been in the business for a while. After learning about our pricing structure, they joked that our first check would probably be hardly anything. We laughed it off – until we realized they were right. After all the effort we put into our first client, they had guessed within $10 what our first check came to.
That experience was a wakeup call. We immediately revamped our pricing model and learned a critical lesson: Building strong relationships in this industry is key. Those connections often make the difference between success and failure.
Can you share a story about the funniest mistake you made when you were first starting? What lesson did you learn from that?
Early in my career at Frito-Lay, while overseeing sales for North Texas and Oklahoma, I made a significant (now funny) mistake that became a valuable learning experience. Working with the NCAA and our Tostitos brand team, I developed a special Oklahoma Sooners bag celebrating their anticipated national championship victory – well before the season had ended.
Confident in the idea, I had the bags designed, approved and ready for production. The plant was even on standby for my call to run the first 30,000 bags at the 11 p.m. shift the night of the game. As luck would have it, the Sooners lost the championship game and, with it, I felt that I lost a major opportunity for exposure in my career. However, I didn’t give up.
The following year, I went back to the same team and proposed a new plan: Sooners-themed bags featuring their game schedule, launched at the start of the season. This time, the program was a huge success. That experience taught me a critical lesson: Even good ideas can fail with the wrong execution.
By staying persistent, pivoting strategically and regaining the trust of the team, I was able to turn a failure into a win. Never give up on a good idea – it’s all about the timing and approach. It’s also why I don’t bet on sports; I’d be horrible at it.
None of us can achieve success without some help along the way. Is there a particular person who you are grateful toward who helped get you to where you are? Can you share a story about that?
This could fill pages because there isn’t just one person who shaped my journey. Instead, I’ve always believed in the power of having mentors, coaches and advocates.
One pivotal moment was when Sue Klug, then president of Albertsons SoCal, called and invited me to join her team as SVP of merchandising. That call and that relationship was truly life changing.
I was also incredibly fortunate to have angels like Carole Christianson and Cheryl Kennick, who ensured I connected with all the right people in the Southern California market. From there, I focused on building my “Personal Board of Directors” and getting involved in organizations to foster my growth. I leaned into groups like NextUp (formerly the Network of Executive Women) and the Illuminators, where I formed lifelong relationships with powerful women like Kendra Doyel, Miriam Welch and Kelly Vlahakis-Hanks. I owe so much of my success to the incredible people I’ve worked with in these networks.
I serve on the Illuminator officer team with Lori Brown, who also serves on the Lighthouse Foundation board (Pierce’s foundation) along with HeeSook Alden. And I’ve had the honor of the powerful women trifecta in 2024 as Headlite/president of the Illuminators and sharing the stage with Lynn Melillo of Bristol Farms, who is chair of the California Grocers Association, as well as Nancy Lebold, CEO of New Seasons, chair of the WAFC. These are just a few examples of powerful women who have had an impact. There are so many women and men who have helped me along this journey.
However, if I had to single out just one person, it would be my husband, Allen Pierce. We’ve been married nearly 34 years, and he’s been my coach, mentor, pastor, advocate, negotiator, press agent, you name it. I am forever grateful to that man. No way I would have had any success without him.
We’re all interested in how to release and relieve stress. As a busy leader, what do you do to prepare your mind and body before a stressful or high-stakes meeting, talk or decision? Can you share a story or some examples?
I always start with prayer – that’s my foundation. It grounds me and helps me focus. While I’m not sure I ever feel 100 percent prepared, I know I’m at my best before meetings when I’ve done what I call the 3 Ps: Prayed, Prepped and Practiced. There’s nothing better than that combination.
I also believe in the value of having a group of like-minded individuals to lean on. My Personal Board of Directors, as I mentioned before, plays a key role in my preparation. They’re the people I can run ideas by, seek feedback from and rely on for honest insights before a big meeting or presentation. Their support makes all the difference.
Those on my personal board, like HeeSook Alden, Lori Brown, Elizabeth Alvarez Sell, Allen Pierce and so many others – it’s been great to bounce things off of them, which helps me get prepared and boosts my confidence for meetings.
As you know, the United States is currently facing a very important self-reckoning about race, diversity, equality and inclusion. Can you articulate to our readers a few reasons why it is so important for a business or organization to have a diverse executive team?
The top reason is diversity of thought. If everyone at the table looks and thinks the same, there’s no need for all of them to be there. Inclusion ensures that everyone has a seat at the table, fostering innovation and creativity.
Countless studies show that diverse teams are not only more innovative but also more profitable; the business case is clear. However, achieving this requires intentionality. As leaders, it’s our responsibility to open doors and keep them open, creating opportunities for all people to advance. With unwavering commitment, we can empower the next generation of leaders and ensure that access to opportunity is equitable and inclusive.
If diversity has been treated as a trend or just another forced program, the opportunity to lead with courage has been missed. Leaders have a duty to use their voice and influence to advocate for those who don’t yet have a seat at the table or who may be overlooked. True leadership means championing inclusion – not just as an initiative but as a core value.
As a business leader, can you please share a few steps we must take to truly create an inclusive, representative and equitable society? Kindly share a story or example for each.
1. Recognize the need for change and inclusion
The first step is acknowledging the importance of inclusion and the need for it. As a leader, if you don’t genuinely believe in fostering an inclusive environment, any efforts you implement are likely to fail. Everyone comes to the table with a unique journey and perspective; respecting those journeys is crucial.
For instance, I’ve had the privilege of sharing the film “Show Her the Money” with the industry, which highlights that only 2 percent of venture capital funding goes to women. A woman-owned brand trying to break into retail has likely faced unique challenges in building her business, and we must recognize and address those disparities. Ask yourself: Does your company have barriers, and what are you doing to dismantle them?
2. Be purposeful in building a diverse team
Diversity doesn’t happen by chance – it requires intentionality. There’s no “Build it and they will come” approach to creating a diverse team. Leaders must proactively review their hiring strategies and expand their outreach.
I reflect on my own journey as a graduate of an HBCU (Historically Black College/University). My internships and first job came because a corporation expanded its recruiting efforts to include my school. Some of the brightest minds in the country are at institutions like Spelman College, yet they remain untapped by companies that recruit from the same schools year after year. If you only fish in the same pond, you’ll keep catching the same fish.
3. Collaborate as an industry
Inclusion isn’t a solo mission – it’s something we can tackle together as an industry. For example, organizations like the California Center for Equality and Justice (CCEJ) provide resources and opportunities to make a difference.
On a personal level, I’ve been grateful for the support from manufacturers and retailers for my foundation, the Navigator Lighthouse Foundation (www.navigatorlighthousefoundation.org). Our mission is to coach, mentor and train underrepresented emerging CPG founders, and we’re committed to breaking down barriers. By leaning into organizations like these, we can unite as an industry to create meaningful, lasting change.
Thank you for those insights. Let’s now jump to the primary focus of our interview. Most of our readers – in fact, most people – think they have a pretty good idea of what a CEO or executive does. But in just a few words, can you explain what an executive does that is different from the responsibilities of the other leaders?
An executive focuses on setting the vision, aligning the organization’s strategy with its goals and making decisions that drive long-term success. Unlike other leaders, an executive’s role involves looking at the bigger picture, managing risk and ensuring the organization’s culture, values and priorities stay on course while empowering others to execute effectively.
What are the myths that you would like to dispel about being a CEO or executive?
A common myth about being a senior leader in an organization is the assumption that you have everything figured out or that leaders are expected to know everything. The truth is, leadership is a continuous journey of learning and growth. It’s crucial to embrace transparency, show vulnerability and remain open to new ideas and challenges.
I strongly encourage taking advantage of the many learning opportunities available in our industry, such as the USC Food Industry Management or Executive programs, or the Food Industry Management Certificate programs. I had the privilege of attending the USC Food Industry Executive Program and, while it was challenging, it was also transformative.
No matter where you are in your career, the key is to keep learning and pushing yourself to grow. Leadership isn’t about knowing it all – it’s about staying curious and committed to improving.
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What is the most striking difference between your actual job and how you thought the job would be?
I am honored to serve as SVP at C.A. Fortune, a company that acquired the business my husband and I built over the last 10 years. Joining a new organization and leading a new team has been an incredible journey.
After nearly 11 years as an entrepreneur, I wasn’t sure how I would feel returning to the corporate world, but it’s been the complete opposite of what I expected. The associates are incredibly driven, and I feel deeply engaged, knowing I can truly make a difference. Having a voice in this environment is something that’s really important to me.
C.A. Fortune has cultivated a culture of inclusivity and entrepreneurship that keeps us nimble and gives everyone a voice. Our values are rooted in innovation, solution-driven leadership, empowerment, curiosity and always doing the right thing. I’m passionate about customer service and thrilled to help drive sales results for our clients – there’s nothing more rewarding than that. It’s been a better cultural fit than I could have ever imagined.
In your opinion, which specific traits increase the likelihood that a person will be a successful executive and what type of person should avoid aspiring to be an executive?
I’m always cautious on titles. I think anyone has the potential to grow and develop leadership skills, but everyone might not desire or aspire to be an executive. The skills needed for an executive are:
- Strategic thinking: Executives must think long-term, anticipate challenges and align goals with organizational objectives.
- Decision-making: They need to make critical decisions, often with incomplete information, and take responsibility for the outcomes.
- Leadership: Effective executives inspire, motivate and guide teams to achieve goals.
- Emotional intelligence: Empathy, self-awareness and interpersonal skills are crucial for managing relationships and fostering collaboration.
- Resilience: Handling stress, setbacks and high levels of responsibility is essential.
- Expertise: Many executives have deep industry knowledge and a track record of success in their fields.
But while not everyone will become an executive, leadership opportunities exist at many levels. People can lead in various capacities – team leads, project managers or thought leaders – without taking on formal executive roles.
Success and fulfillment can come from excelling in roles aligned with one’s strengths and passions, whether or not that path includes becoming an “executive.”
How have you used your success to make the world a better place?
I hope that my voice in advocating for inclusion has been heard and that I serve as an ambassador for fairness and equality. In 2020, amid the civil unrest in our country, my husband and I founded the Navigator Lighthouse Foundation. Our goal was to be a beacon of hope for those who felt disconnected and lacked access.
We assembled a highly skilled board of directors to guide entrepreneurs through the complexities of the grocery industry, finance, marketing and more. In partnership with organizations like CGA, we’ve helped bring initiatives like the Pitch Slam event to the forefront at the convention, creating new opportunities for industry access and distribution. With many retailers supporting us, we are providing access.
Our mission is to make a meaningful impact on the next generation of entrepreneurs in our industry – empowering one founder at a time. I hope that we are being a blessing in our industry and our community.
What are your “5 Things I Wish Someone Told Me Before I Started” and why? Please share a story or example for each.
1) Performance alone isn’t enough. Performance is important, but it’s just the baseline. Early in my career, I worked tirelessly, giving 110 percent, yet when promotions passed me by, I asked my boss why. He told me, “No one knows you.” I had spent so much time with my head down, focusing on the work, that I never took the time to get exposure within the organization.
2) Gain exposure. This became my next focus. I started volunteering for projects, attending company events and making myself visible. That helped me build recognition and connections in the organization.
3) There is power in relationships. This brings me to my third point: the importance of relationships in our industry. Organizations like Illuminators and NextUp have been instrumental in helping me build a network of relationships that will last a lifetime. Now, I can pick up the phone, ask for an introduction and have someone make that connection for me. That’s the power of a solid network.
4) Continuous learning is vital. After earning my MBA a few years after undergrad, I thought I was done with education and could focus solely on my career. But I’ve learned that career growth is about continually pushing yourself for more education, more experiences and more opportunities for growth.
5) It’s OK to fail. Finally, it’s important to embrace failure. Early in my career, I was often too risk-averse, hesitant to push boundaries. However, I’ve learned that some of my most valuable lessons have come from mistakes, not just successes. Failing can be a crucial step toward growth.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.
Movement: “Learn Differently, Grow Together”
Core Mission: To create a world where learning differences are recognized, valued and embraced as essential elements of diversity. The goal is to ensure that all people, regardless of how they learn, have equitable opportunities to succeed, innovate and thrive.
As a parent of children on the wide spectrum of autism and learning differences, this mission is deeply personal for me. Over the past 20-plus years, I’ve witnessed their hearts, resilience, work ethic and brilliance. Yet, I’ve also seen the misunderstanding and stigma they face because many people don’t fully comprehend or appreciate their unique strengths. Raising awareness about learning differences is not just a passion; it’s a necessity.
Can you please give us your favorite “life lesson” quote? Can you share how that was relevant to you in your life?
My favorite life lesson quotes come from Martin Luther King Jr., and they tie together beautifully: “Life’s most persistent and urgent question is, ‘What are you doing for others?’” and “The truest way to be happy is to seek happiness for others.”
These quotes resonate deeply with me, and I strive to embody them in everything I do. For me, being a servant leader means focusing on how I can contribute to others – whether it’s through mentorship, sharing opportunities or making a difference in my community or industry.
As a child growing up, my parents always taught me the power of helping others. My alma mater, Spelman College, has as its mantra “A Choice to Change the World.” I hope my actions serve as a model to those behind me, encouraging them to focus on the well-being of others. True fulfillment, I believe, comes when we seek to uplift and empower those around us.
We are very blessed that some very prominent names in the food industry will read this. Is there a person anywhere in the world with whom you would love to have a private breakfast or lunch, and why? He or she might just see this if we tag them.
Roz Brewer. She and I met years ago, but she has no idea how much I have admired and followed her career and leadership since then. There aren’t a lot of African-American female executives in this industry, so she was the one I modeled my career after.
She attended Spelman College a few years before me, pledged the same sorority as I did on the same campus, worked for CPG like I did, worked for retailers such as Sam’s Club and Walgreens (as CEO). She has ranked as one of the top women in business for many years.
She is now serving as interim president of our alma mater, Spelman College, which is being the ultimate servant leader to an institution that gave us both so much. I would love to connect with her. Roz, let’s do lunch!
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