Bob Callahan:  Managing the floral operations for 146 Shaw’s and Star Market Supermarket locations across New England is no small feat. In a high-volume environment like yours, the pressure is always on to provide that “wow” factor with variety and freshness while keeping a sharp eye on the bottom line. How are you balancing that need for constant variety with the challenge of minimizing shrink, especially when you’re staring down the predictable but massive demand shifts of the major floral holidays?

Lisa Letch: It really comes down to a foundation of detailed forecasting and strategic planning, Bob. For us, consistent quality and freshness aren’t just goals; they are the result of very strong vendor partnerships. We rely heavily on our suppliers to deliver products that meet our exact specifications, arriving in peak condition and exactly on time.

To keep pace with demand we schedule frequent deliveries and pre-book our core tonnage items well ahead of the holiday rush. That early, collaborative planning allows us to use historical data and current market trends to navigate those fluctuations and protect margins for both the retailer and the supplier. We also build in a layer of flexibility with add-on orders closer to the actual event, which lets us pivot quickly when customer demand increases for a particular trend. Of course, being in New England, we are always at the mercy of the weather, so we monitor conditions constantly and adjust our plans accordingly. We are very fortunate to have vendor partners who are willing to support those quick adjustments and share our commitment to the final result.

Bob Callahan: That logistical dance is fascinating, but once the product is in the store, you have to get it into the cart. Mass-market floral is so famously driven by the impulse buy. I’m curious about the merchandising strategies you’ve seen work best lately. Is there a specific approach to product placement or perhaps an integration with other departments like wine or bakery that has really moved the needle on customer conversion and average transaction value?

Lisa Letch: You’re exactly right—visual impact is the engine for our unit growth. Because so much of what we do is driven by impulse, we are continuously refining how we present our products to create that immediate excitement. We’ve found a lot of success with themed focal points that are tied to seasonal events, as they create an emotional hook for the shopper. Beyond just the floral aisle, we collaborate closely with other departments to design easy-to-shop cross-merchandising displays. Whether it’s pairing a bouquet with a box of chocolates or a premium bottle of wine, those integrated displays enhance the overall experience and make the purchase decision effortless for the customer. Innovation in how we “stop” the shopper in their tracks is something we embrace every single day.

Bob Callahan: While the displays look beautiful to the customer, there is a lot of new technology and shifting responsibility behind the scenes. The skillset required to run a floral department seems to have shifted dramatically over the last five years. How are you training your teams to balance the traditional, tactile side of the job—like arranging and conditioning—with the modern demands of e-commerce, digital inventory, and “click-and-collect” orders?

Lisa Letch: Training and development have become our top priorities because the role of a Floral Manager has evolved so much. It isn’t just about design and product care anymore; it’s about being a digital operator and an expert communicator. To meet these demands we will take a tiered approach with hands-on workshops to strengthen design skills, classroom sessions for systems and operational training, and in-store merchandising modules to ensure consistency and elevate the customer in store experience. We also use in-store merchandising modules to ensure that our standards stay consistent across all  locations. This whole initiative is about empowering our team to be both creative artists and digital experts. I am fully committed to evolving our teams to meet these modern retail expectations while making sure we don’t lose the unique creativity that makes this industry so special. It’s a lot to manage—sometimes I think if we just had a few extra hours in the day and maybe a helicopter to get around, we’d be all set