If I could distill one of the most poignant pieces in The Snack’s contributor history into one line, it would be this:
In an era where retail produce buying has shifted from small-business, hands-on instincts to big-company specialization, today’s buyers must find a balance between data and real merchandising experience, value-lived industry know-how over academic pedigree alone, and embrace the art of selling fresh produce over price alone.
Presented by Bruce Peterson in his 2017 article, these beliefs are the heartbeat of the industry veteran’s reflection in Challenges & Concerns Within the Produce Buying Culture of Today. When we began looking back at some of the voices whose wisdom still rings true today, Bruce was at the top of our list. A thought that also rang true for Julie DeJarnatt of Chelan Fresh.
One night over dinner in Wenatchee, Washington, during a trip with my team to visit some of our apple industry friends, Julie and I spoke about Bruce’s article. Not only did Julie cut her teeth at industry giant Walmart, where Bruce created a perishable pocket in which Walmart now thrives, but she also knew Bruce personally during her early days.
Months later, we reconnected over the article, and Julie allowed me to bend her ear in hopes of uncovering the gems of such a piece through her eyes.
“Bruce clearly articulated the nuances between being a Merchant and being a Buyer in his article, and I believe he chose his words very intentionally. Merchants blend the art and science of retail. They seek to deeply understand their customers, the subtleties of their categories, and the realities facing the industries they serve. They use insights and performance data to shape assortments, inform pricing strategies, and collaborate with supplier partners to drive market share growth and innovation. Their focus is on long-term strategy, not just short-term buy plans,” Julie expresses.
In today’s fast-paced, high-pressure, and increasingly algorithm-driven environment, it can sometimes be harder to see the “art” of merchandising, but it absolutely still exists.
“It is often demonstrated by leaders with deep experience in Fresh Produce and Grocery, who have spent years learning their categories and building trusted partnerships,” Julie says.
"Merchants blend the art and science of retail. They seek to deeply understand their customers, the subtleties of their categories, and the realities facing the industries they serve. They use insights and performance data to shape assortments, inform pricing strategies, and collaborate with supplier partners to drive market share growth and innovation. Their focus is on long-term strategy, not just short-term buy plans."
Julie DeJarnatt, Vice President of Marketing and Brand Strategy, Chelan Fresh
Then, she goes back to the beginning.
“I met Bruce Peterson in the late 1990s after becoming a Food Merchant in the U.S. Grocery Division. Walmart Supercenters were still a new concept at the time, and I remember how exciting it was to be part of a small team doing really big things. It was a period of high expectations, rapid growth, and tremendous learning,” Julie begins. “Bruce’s leadership style was ahead of its time. He was a true servant leader, deeply invested in teaching his team how to manage a P&L and build long-term supplier partnerships. He was also one of the first executives I ever heard speak openly about work/life balance.”
As a young professional woman growing both a demanding career and a new family, Bruce was truly inspiring for Julie and would hold a lifelong place in her memory.
“Walmart’s culture at that time empowered Merchants with full responsibility for delivering category P&Ls,” Julie describes. “While we had strong support teams in Replenishment, Pricing, and Modular Development, the Merchant’s vision and strategy guided the work across those functions. Ultimately, the Merchant was accountable for total category performance. We learned how to manage large, complex categories, influence cross-functional partners, and nurture strategic supplier relationships. We were taught to be tough, but fair, and to always respect the critical role both customers and suppliers play in the business.”
Navigating the complex relationships that occur between the supply chain and the produce floor benefits greatly from human interaction. While technologies have made processes like inventory management more seamless, the human touch cannot be overvalued.
She then leaves me with words that echo meaningfully in my mind.
“My advice to new merchants is to take the time to truly understand your category, your customers, and your suppliers. Look beyond surface-level cost and order fulfillment metrics. Explore emerging trends shaping shopper behavior and understand where your suppliers are investing for the future. That intersection is where the greatest opportunities for innovation and sustainable growth are found,” Julie concludes.
For the next generation of retail buyers, the message is clear: The future belongs to those willing to pair data with discernment, efficiency with empathy, and progress with hard-earned wisdom. The kind that built this industry in the first place. 
