What Industry Leaders Are Saying: The Executive Voices Driving AI Transformation

Top food industry executives are betting their careers on AI transformation, with clear visions for autonomous operations that empower workforces and accelerate decision-making.

Key takeaways:

• Autonomous operations are the end game. Industry leaders aren’t implementing AI for efficiency — they’re building self-driving enterprises.
• AI helps solve the labor crisis. New hires can perform like 10-year veterans when systems provide intelligent guidance.
• People remain your competitive advantage. Leading companies use AI to empower workforces, not replace them.

Every industry conference features executives talking about AI’s transformative potential. But there’s a difference between conference presentations and career-defining strategic commitments. The food industry leaders profiled here aren’t just talking about AI — they’re betting their companies’ futures on it.

What makes their perspectives particularly valuable isn’t just their seniority, but their operational accountability. These aren’t technology evangelists or consultants theorizing about possibilities. They’re executives whose performance reviews depend on delivering measurable results from AI investments.

Their insights reveal something crucial: the most successful AI implementations in food manufacturing aren’t technology projects — they’re business transformations led by executives who understand both the operational challenges and the competitive implications of getting this right.

The autonomous operations vision: Helen Davis, Kraft Heinz

Helen Davis from Kraft Heinz isn’t mincing words about where this is all heading. As their SVP and Head of North America Operations, she’s got skin in the game when she talks about their AI Lighthouse platform.

Though she noted that the company isn’t completely autonomous yet, the goal is to equip Kraft Heinz’s logistics specialists, manufacturing staff, and supply chain and operations leaders with technology-driven insights to help them meet demand and prevent service interruptions.

This is a “when,” not “if” statement, a strategic roadmap with real timelines and real investments behind it.

Here’s the part that should really get your attention: “It’s almost like you can take a person from day one and make them just as good as a person that’s been there 10 years. Because the system’s telling you exactly what you need to do.”

Think about what that means for your talent challenges. New hires performing like veterans. Consistent decision-making across all shifts. Institutional knowledge that doesn’t disappear when people retire.

Download the full AI in Food Manufacturing report for detailed implementation strategies, case studies, and boardroom-ready talking points to guide your AI strategy.

The people transformation: Veeral Shah, Nestlé

Veeral Shah from Nestlé talks about something that often gets overlooked in AI discussions — how it empowers your workforce:

“At Nestlé, our people have always been our competitive advantage, and we view AI as an enabler for our people. It is one tool in a toolbox that is informed by the unique perspectives and experiences of our team members. As with any technology, we put our people at the center of how we deploy it across our business.”

This is crucial. When you put people at the center of AI transformation, you don’t just get better technology — you get a more capable, empowered workforce that becomes your ultimate competitive advantage.

The disruption mindset: Dan Khachab, Choco

Dan Khachab, CEO and Co-founder of Choco, sees the bigger picture of how AI reshapes entire industry segments:

“Autopilot is the first AI agent in food distribution. It makes its own decisions, processes orders instantly, and keeps distributors in full control. AI agents will redefine how food distribution operates, and Autopilot is the first step.”

This is the kind of thinking that creates new market leaders. While others optimize existing processes, visionary leaders reimagine entire business models. They’re not just using AI to do things better — they’re using it to do things differently.

The sustainability connection: Sid Mehta, Greenworks

Sid Mehta, CEO of Greenworks and adjunct professor at UBC, connects AI to the sustainability challenges that keep many executives up at night:

“AI’s role in fostering efficiency, sustainability, and innovation within the food sector will only continue to grow.”

As regulatory requirements tighten and consumer expectations evolve, companies that can optimize for sustainability while maintaining profitability will have significant competitive advantages. AI-driven solutions play a crucial role in reducing food waste, minimizing environmental impact, and supporting sustainability by helping to reduce food waste throughout the supply chain.

The innovation frontier: Tamsin Deasey Weinstein

Tamsin Deasey Weinstein, a strategic advisor specializing in AI applications, describes perhaps the most transformative potential:

“AI allows us to deconstruct traditional foods into their molecular components, then rebuild them with alternative ingredients that are healthier, more abundant and less damaging to us and the environment.”

This is where AI moves beyond operational improvement to fundamental innovation. It gives companies the ability to engineer foods at the molecular level to create products that deliver superior consumer experiences while addressing global challenges. AI-driven platforms enable the rapid development of alternatives to animal products, optimizing nutritional properties in new food formulations, and supporting the growth of healthier crops through advanced agricultural practices.

What separates leaders from followers

The executives profiled here are thinking in systems, not just processes. They focus on competitive advantage, not just operational efficiency. Most importantly, they’re not waiting for perfect solutions or industry consensus — they’re making strategic bets based on available evidence and learning through implementation.

While their competitors form committees and conduct studies, these leaders are building capabilities that become harder to replicate over time. The gap between AI leaders and followers isn’t just about technology adoption — it’s about executive mindset and strategic courage. They understand that the greatest risk isn’t moving too fast with AI, but moving too slowly while competitors gain insurmountable advantages.

This article expands on insights from our report “AI in Food Manufacturing: What Top Performers Are Doing Differently.” For detailed case studies, implementation frameworks, and strategic guidance from these industry leaders, download the complete report.