Editor’s Note: This in-depth Spotlight interview first appeared in our May 2026 Wakefern Special Section. You can access that edition right here.
As Wakefern Food Corp. marks its 80th anniversary, the Cooperative enters a new chapter focused on growth, innovation, and long-term success for its Members.
Leading Wakefern into this milestone era is President Mike Stigers, whose deep industry experience and proven leadership position the organization well for the future.
Stigers brings decades of retail and wholesale expertise, having begun his career at Safeway in 1974 and gone on to hold senior leadership roles at companies including PW Supermarkets, Sterilox Fresh, and Supervalu, where he served as president of Shaw’s and Star Market. Most recently, he was CEO of Cub Foods, owned by UNFI.
Food World and Food Trade News recently sat down with Stigers to discuss his role as Wakefern’s day-to-day leader and his vision for the cooperative’s next chapter.
Food World/Food Trade News: When you accepted the Wakefern offer to become president, what were your incoming expectations about what the job would entail?
Mike Stigers: When the opportunity to join Wakefern presented itself, I saw it as a chance to lead one of the most respected cooperatives in the industry and to work within a wholesale model I strongly believe in.
When a wholesaler does its job well, it creates a level playing field that enables its Members to compete effectively in a very large and competitive marketplace. That philosophy is foundational to Wakefern, and it aligned closely with how I’ve approached leadership throughout my career.
I was also drawn to the people and the strong entrepreneurial spirit that defines the grocery business, and especially Wakefern’s Member families. Since joining, there has been no shortage of opportunities to explore the many ways we can continue to grow, innovate, and support our Members.
Food World/Food Trade News: Nearly three years into the role, what are some things you’ve learned, or perspectives you’ve gained, that you didn’t expect going in?
Mike Stigers: One of the biggest learnings for me, and something you really have to experience firsthand to fully appreciate, is the depth and effectiveness of Wakefern’s committee structure and the level of Member involvement. I grew up in a cooperative environment at Certified Grocers in California, which also had a co-op board, but many Members largely operated independently within that model.
At Wakefern, the way the Cooperative was founded, how it evolved, and ultimately how it has succeeded is truly unique. Working so closely and consistently with the Members through committees, programs, and day-to-day collaboration is not only productive, it’s energizing. The level of integration between the Member families, their companies, and the Wakefern team is something special and not easily replicated. That close partnership is a real differentiator.
Food World/Food Trade News: Wakefern has a long history of disciplined growth and strong retail execution. How are you bringing clarity and focus to the strategic priorities that guide the organization today, and how do those focus areas support Wakefern’s growth plans going forward?
Mike Stigers: We’re building on what has always made Wakefern successful, while ensuring we have a steady, sustainable growth platform identifying those meaningful opportunities that are ahead.
At the same time, we’re laser focused on strengthening our retail brands – ShopRite, Price Rite Marketplace, The Fresh Grocer, Dearborn Market, Fairway, Di Bruno Bros., Morton Williams, and Gourmet Garage. Retail performance is the engine of the Cooperative, and our priority is to continue to support and grow these banners in ways that create long term value for our Members and our customers. Another important area is growing the Cooperative thoughtfully through strategic business units and complementary opportunities.
Di Bruno Bros. is a great example of that approach. While Wakefern owns the CPG side of the Di Bruno Bros. business, the Brown family operates two retail stores under the same name. We also remain focused on expanding in markets where we can build scale and operational strength. The acquisition of Morton Williams last October was a strong example of that strategy and a natural fit for the Cooperative.
Taken together, these focus areas are about reinforcing Wakefern’s core competencies, retail excellence and wholesale strength, while positioning the cooperative for steady, long term growth that benefits Member families for generations to come.
Food World/Food Trade News: What are your goals for independent wholesaling?
Mike Stigers: Our goal in independent wholesaling is to continue growing the distribution opportunities where we can add real value. We are fortunate to have very strong Cooperative Members who perform extremely well, and at the same time, we see opportunities to provide select wholesale services to non-Member retailers. We’ve been very pleased with the consistent growth we’ve seen on the wholesale side, which reinforces the strength of our capabilities, our scale, and our service model.
Ultimately, our focus is on expanding responsibly and in ways that complement the Cooperative, strengthen our distribution network, and support long term, sustainable growth.
Food World/Food Trade News: You’ve led privately held organizations for much of your career, and during the past three years there’s been a clear emphasis on accessibility and communication. How have you and the leadership team approached building a sense of openness?
Mike Stigers: At the core of our approach is a strong belief in servant leadership. We try to practice what I often describe as using two ears and one mouth, listening more than we speak. When we take the time to truly listen, we create better dialogue, stronger understanding, and ultimately better outcomes. Our role as leaders is to provide opportunities, offer thoughtful options, and share guidance that helps our Members and customers succeed. Communication is central to that philosophy. We work hard to maintain an open, consistent dialogue across the organization. Internally, we’ve put a strong emphasis on reaching teammates where they are.
Chief Communications Officer Karen Meleta and I host a podcast every other week to share updates, priorities, and perspectives directly with the Wakefern team. We also bring in guest speakers, including members of our executive leadership team and, at times, our Member-owners themselves. It’s an important way to keep everyone connected and informed.
Beyond structured communications, we place a lot of value on being present. I spend time visiting different facilities, offices, and distribution centers, and simply talking with people. Those informal conversations often provide the most honest insights and are incredibly valuable. With our Members, Chairman Sean McMenamin and I make it a priority to spend time with the Member families whenever possible. Those visits are not only essential to strong governance and partnership, they are also one of the most enjoyable and meaningful aspects of the role.
And when it comes to the broader food community, particularly our supplier and service partners, transparency and mutual respect are equally important. We cannot be successful without strong, collaborative relationships with our suppliers, and we work hard to ensure they feel respected, valued, and very much part of the Wakefern team.
Ultimately, I think of my responsibilities in terms of three constituencies. First are our Member families and owners. Right alongside them are our teammates. And the third group I feel deeply accountable to is our supplier partners. Serving all three with openness, respect, and clear communication is essential to how we operate every day.
Food World/Food Trade News: One of the cornerstones of Wakefern’s success is the ability of the families that own stores to perpetuate their businesses to ensuing generations. How do you see Wakefern’s role in that succession planning?
Mike Stigers: Multi-generational ownership is one of the most exciting and enduring strengths of Wakefern and the cooperative model. Today, we have Member families operating businesses in their fourth, fifth, and even sixth generations, which speaks volumes about the foundation that has been built over the past 80 years.
Each family approaches succession a little differently, but there’s a common theme we hear time and again: younger generations are encouraged to pursue their education, gain experience outside the business, and then return only if it’s truly what they want to do. When they do come back, they’re committed, engaged, and passionate – and that makes a meaningful difference.
Wakefern plays an important role in supporting that transition through structured education and development programs. One of the most notable is our Next Gen program, which is a disciplined, 18-month curriculum designed to immerse future leaders in how the cooperative operates. Participants engage in meetings, introductions, and learning sessions that help them understand both Wakefern and their role within their family businesses.
More broadly, we’ve doubled down on education across the organization by partnering with a number of outstanding universities, including Rutgers, Kean, Cornell, Saint Joseph’s, Western Michigan, and more recently, the University of Southern California. These partnerships allow us to support learning and development at every stage and ensure our Members have access to best in class resources.
Succession planning is not just about continuity, it’s about preparing the next generation to lead with confidence, perspective, and a deep understanding of the cooperative values that have made Wakefern successful for decades.
Food World/Food Trade News: USC is a school that you’ve been involved with for a long time.
Mike Stigers: Yes, USC is a program I’ve been connected to for quite some time. My involvement began through the Western Association of Food Chains and its Food Industry Management (FIM) program, which has played an important role in developing leaders across the industry. Wakefern is now in our third year of sending teammates through the FIM program, and this year we have two high potential leaders beginning their coursework.
Looking ahead, we’re also planning to have Member family participants attend the program next year. What’s important to emphasize is that we’re very intentional about how we approach education across all our university partnerships. Each institution offers something distinct, with learning outcomes that are unique and highly complementary. These programs don’t compete with one another – they strengthen one another. We take the time to understand what each school does best and align those offerings with the specific needs of our Members and our leadership teams. We truly believe in lifelong learning, and continued education is one of the key ingredients in how the next generation views both the grocery industry and the leadership opportunities within it.
Programs like FIM are especially valuable because they help students understand that they’re part of something much larger than a single company or family business. They gain perspective on the size, scope, and importance of the food industry as a whole—and the critical role it plays in communities across the country. Being a successful Wakefern Member means contributing to an industry that does extraordinary things every day, and that perspective matters.
Food World/Food Trade News: Wakefern’s portfolio includes a diverse mix of retail brands that serve different communities and customer needs, with ShopRite serving as the flagship. How do The Fresh Grocer and Price Rite fit into Wakefern’s broader retail strategy today? And how do newer additions such as Di Bruno Bros. and Morton Williams factor into the cooperative’s growth approach?
Mike Stigers: Having a diverse portfolio of retail brands is one of Wakefern’s greatest strengths. Over time, we’ve become very intentional about how each brand is differentiated, and we’ve established brand standards for each one. At the end of the day, our priority is to create maximum value for the Member-owner by ensuring the right brand is matched to the right market. ShopRite is, of course, our flagship brand and the cornerstone of the Cooperative. At the same time, there are markets where, based on demographics, location, and the competitive landscape, another banner may be better suited to meet the needs of the community. In some cases, that might be a Fresh Grocer. In others, a Price Rite or Fairway format, for example.
As we look ahead, that same disciplined approach applies to some of our newer brands. In the right neighborhood or urban setting, a Di Bruno Bros. may be the best fit. The goal is not to force a one size fits all solution, but rather to thoughtfully deploy the brand that gives our Members the highest likelihood of operating a successful business while serving the community well.
As we continue to curate and further define brand standards – it expands our ability to evaluate new growth opportunities with greater precision. It allows us to say, with confidence, “Yes, we have a retail brand that fits this neighborhood and this community,” and to support our Members in building strong, sustainable operations across a wide range of markets.
Food World/Food Trade News: Let’s talk a little more about one of the newer brands, Di Bruno’s. What was your thinking with those types of acquisitions, and can we expect continued aggressive activity in terms of M&A?
Mike Stigers: We will always continue to look at opportunities to grow and expand in ways that make sense for the Cooperative and our Members. That includes evaluating acquisitions where Wakefern can either support our Members as they pursue opportunities or, when appropriate, make strategic investments directly as an organization for the benefit of the cooperative Members as a whole.
Di Bruno Bros. was an opportunity that originated with one of our Member families. The Brown family was interested in acquiring the retail side of the business, while Wakefern had the ability to take on and expand the CPG side of the brand. That combination created a natural, complementary fit. What’s been especially exciting is how quickly that brand has grown. In less than two full years, Di Bruno Bros. products are now being sold across the country, which speaks to both the strength of the brand and the scalability of the model.
Overall, we view M&A as a strategic tool, not an end in itself. We’ll continue to evaluate opportunities thoughtfully, with a focus on how they strengthen the Cooperative, complement our core competencies, and ultimately create additional value for our Members.
Food World/Food Trade News: Mergers and acquisitions-wise, is there anything on the horizon?
Mike Stigers: We’ve been very busy over the past few years, and a good deal of our focus right now is on fully integrating and building on the investments we’ve already made.
That said, we’re always looking ahead. A couple of years ago, we said that Wakefern was “open for business,” and that message has resonated well across the industry, with our Members, our supplier partners, and others who recognize the strength and stability of the Cooperative. We’re in a strong position to evaluate opportunities as they arise and, when appropriate, make thoughtful decisions in partnership with our Board.
At the same time, our primary focus every single day is executing at a very high level across the brands we operate and support— ShopRite, Price Rite, The Fresh Grocer, Dearborn Market, Morton Williams, Fairway, Gourmet Garage and Di Bruno Bros. While we remain disciplined in running the best retail brands possible and serving as a strong “backstage” partner for our member families, we also have the experience and capability to look ahead and evaluate what’s next.
Growth, both organic and strategic, remains important, and we’re focused on doing it in a way that strengthens the Cooperative and the brands we’re very proud of.
Food World/Food Trade News: Thank you very much.
