Stronger Staff. Smarter Decisions. A Better Co-op.
We’ve been talking a lot about change. But what does that actually mean? Is change good? Is it necessary? The answer to both questions is a resounding yes. That doesn’t mean everything will be different. Not all changes will be evident to the untrained eye, and rest assured, no changes will be made without a solid reason.
One of the first challenges I noticed was that staffing levels have been perilously low. It could be argued that when budgets are tight, labor should be cut. That’s not an unreasonable argument, but there comes a point when a labor deficit means that tasks remain uncompleted. That means service levels suffer, products don’t get reordered, shelves remain empty and, unsurprisingly, sales decline. So, after a lot of great interviews, we are increasing staff levels. Look for new faces throughout the store over the coming weeks.
Something that goes hand in hand with increasing labor is the need for training. From entry-level positions through to upper management, training is happening throughout the store. Enabling managers to make educated decisions is imperative.
Something the average shopper may not be aware of is how we decide what products to sell. We know that people want to see local products, and of course, as a co-op, supporting local producers is a core value. But with almost 8,000 square feet of retail space, it would be very difficult to survive on local products alone. So, managers are being trained to use data to make purchasing decisions. With access to industry tools, decisions can be made using proven statistics.
The demand for healthy, organic, and sustainable products is high, but affordability is another consideration. We want all community members to shop here. This means highlighting the Field Day brand. It’s a brand that offers products that meet our values at value pricing. You won’t find Field Day in Walmart or Jewel.
Finally, the greatest reason I work exclusively with co-ops is simple. I want to work with companies that don’t just share my values but actively work to promote them.
I am making great efforts to ensure that Food Shed doesn’t just talk about cooperative principles but puts those principles into action.
You may wonder what that has to do with changes and financial stability. It’s not an unreasonable question. Simply put, research shows that people are more likely to support organizations that live their values.
The Food Shed supports the local community not just by selling local products. Our payroll supports employees who live and work in our community. The Food Shed donates to local nonprofit organizations. We use local companies for maintenance, supplies, and accounting—so many ways that aren’t necessarily evident.
I believe that the Food Shed is a great asset to the community in so many ways. I also know that asking for more support is not easy when so many have already given so much.
But I see the progress being made, and I see the path to profitability.
To lose that now would be a huge loss, not just to the people who have already invested, not just to the employees who have given so much of their time, but to the community as a whole, who deserve better alternatives than corporate monoliths built for profit alone.
Please feel free to stop me in the store and ask questions. I’m happy to answer any questions you may have. You can also send me an email: [email protected]
Suzie Q Grumko
Acting General Manager
This article was originally published in the Owner Beet newsletter as part of the series A GM Minute by Food Shed General Manager, Suzie Q Grumko (October 2026).