Raley’s Shifts Leadership for Better Service
Raley’s shifts leadership to improve customer engagement in the grocery sector with new marketing and operations roles.
The Raley’s Companies announced a reshuffle of its senior team aimed at sharpening customer engagement as the grocery sector continues to shift.
New roles target marketing and operations
Owner‑CEO Mike Teel revealed that Carol Barsotti will now serve as chief marketing officer, adding brand duties to her existing portfolio of communications, government affairs and community impact. The move signals a belief that branding, customer connection and community work are tightly linked.
In a parallel promotion, Natalie Slater has been promoted to senior vice president of enterprise operations. She will oversee store operations across the company’s various banners, focusing on supporting the teams that run the aisles.
Levi Wingo takes on the role of senior vice president of sales and merchandising strategy. His remit includes shaping merchandising tactics, driving innovation, expanding categories and delivering value to shoppers.
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Executive commentary highlights growth plan
Teel said the industry’s rapid evolution creates “new opportunities to serve customers in better and more meaningful ways.” He added that the appointments are intended to “build on our legacy of innovation, move with greater agility and help define the next chapter of The Raley’s Companies.”
Co‑president Jen Warner noted that “the future belongs to organizations that can evolve while staying true to who they are,” emphasizing confidence in the leadership pipeline. Co‑president Tiffanie Burkhalter echoed the sentiment, stating that long‑term success comes from “continually investing in our people and preparing for what comes next.”
The broader leadership roster includes Paul Gianetto, president of Raley’s; Faith Garrard, vice president of sales and merchandising for Raley’s; Jess Blakely, vice president of sales and merchandising for Bashas’; and Ralph Woodward, senior vice president of operations for Bashas’.
These changes come as the family‑owned retailer, founded in 1935, operates more than 200 stores across eight states and four Tribal Nations under ten banners, including Raley’s, Bel Air and Bashas’.
Now Raley’s moves forward.
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The firm’s strategy appears to hinge on aligning its marketing and operational arms more closely with the shopper experience. By placing a single leader in charge of both brand messaging and community outreach, the company may streamline how it presents its values to consumers.
The expansion of the SVP‑level roles suggests an intent to standardize store performance and merchandising across diverse markets, which could reduce variability and improve cost efficiency. If the new leaders can integrate these functions without losing the local nuances that have historically defined the brand, the organization might achieve the agility it claims to seek.
Raley’s also runs digital platforms such as Fieldera and fieldTRUE, which bridge its physical stores with online services. The recent appointments could influence how these tools are leveraged, potentially enhancing the omnichannel experience for shoppers.
In the final note, the company reaffirmed its commitment to “the values that have earned the trust of our customers, team members and communities for over 90 years,” a line that reflects both its heritage and its forward‑looking agenda.
