CFVG Embracing AI to Elevate Foodservice

The solution proposed to engage employees and mitigate resistance was through training and the development of prompting skills. As AI works with user-provided direction, known as prompts, honing the perfect prompts is key to getting accurate and desirable AI solutions. Eva noted that “there are some great courses, which are not very long on how to become prompters,” recognizing it as a burgeon- ing career path. Poye suggested that training long- term employees, who possess invaluable customer knowledge, in AI prompting could foster better engagement and more insightful application of the technology. Brask added a unique perspective: AI models themselves learn from user input, including from skeptics, adapting their responses to be more meaningful, and helping to win over reluctant users. Implementation Logistics and Future Outlook The conversation also explored the practical aspects of AI implementation, staffing, and the broader future trajectory of AI in retail. Brandon Frampton , director of fresh food at Loop & Poppy (Loop Neighborhood Market), posed several direct questions concerning the differences between AI models, the time required for implementation across

satisfaction, especially when they see tangible results like reduced waste. Brask, drawing on his retail management background, emphasized that AI significantly reduces “task overload,” freeing employees to focus more on customer interaction rather than being overwhelmed by competing oper- ational priorities. However, the reality of employee resistance was candidly acknowledged. Galentine shared her personal struggles with long-term employees con- fessing, “Some of my people have been doing it for 15 years the very exact same way. So, for me to say, ‘That doesn’t work, that’s never worked, it’s always been wrong,’ it’s offensive.” She highlighted the difficulty, despite her team’s care, and the neces - sity of slowing down implementation processes to ensure buy-in. Myra Kressner , president of Kressner Strategy Group and Vision Group Net-

work co-founder, questioned Galentine on how she addresses such pushback. Galentine said she was “there now,” and described the challenges of implementing a new product process, emphasiz- ing that getting long-tenured employees to adopt changes has been the most difficult part. While a few trailblazers embraced the new approach, many resisted due to habits formed over 15 years. She highlighted that the process required patience, frequent conversations, and adjustments to ensure buy-in, ultimately slowing the rollout but fostering employee engagement and collaboration. Klinger echoed these sentiments, pointing to blind- ers among managers who “don’t know what they don’t know,” and hourly employees who fear job loss or lack understanding of the technology. He underscored that overcoming this resistance “takes a bit longer sometimes.”