With over two decades of experience in the produce industry, CarrieAnn Arias, the newly appointed CEO of Pear Bureau Northwest, is set to bring a bold and refreshing vision to the pear sector. Growing up in California’s San Joaquin Valley surrounded by peaches, tomatoes, almonds and dairy farming, Arias developed an early curiosity about agriculture despite not coming from a farming family.
After earning a degree in psychology from Cal Poly, San Luis Obispo, she spent several years post-college working in HR, and sales and marketing trying to find her way in business. It was at the end of the “dot com” era that she found the opportunity to leave the Silicon Valley grind and join the industry that would change the trajectory of not only her career, but her life. “I am forever grateful for the moment a pioneering family in Salinas Valley Produce took a chance on me,” she says. Since then, Arias has built an impressive career, holding key marketing and leadership roles at top produce companies, including Dole and Naturipe Farms.
Arias credits much of her professional growth to the mentors she’s had along the way and takes pride in mentoring others. For her, leadership is not just about personal success but about helping others reach their potential. She emphasizes that building strong, cohesive teams, fostering diverse thinking, and focusing on a shared goal have been central to her leadership philosophy.
Now at the helm of Pear Bureau Northwest—which was established in 1931 as a non-profit marketing organization to promote and develop markets for pears grown in Washington and Oregon—Arias is on a mission to elevate the perception of the fruit in the U.S. market. She also aims to shift the conversation around produce from being solely about health to one that emphasizes flavor, fun, and lifestyle. For her, advocacy in the health and nutrition space is key, and she thinks the produce industry must take a leadership role in shaping food policies.
Arias, who lives in the Salinas Valley, CA, spends much of her free time volunteering in agriculture in a variety of forms, from safety and leadership development to nutrition and education. “When I do take a break from agriculture, you will find me cooking, playing golf, hunting and fishing or at a live music event,” she says.
In the following interview, she discusses her vision both for the pear industry and the wider produce sector, key insights related to successful product innovation, and outlines how the produce industry could better market its products.
What is your vision for the future of the produce industry?
My ultimate goal is for us to take the lead in the health and nutrition conversation—from both a legislative and consumer perspective. We’ve made more progress in the past few years than ever before, and honestly, Covid played a big role in that. It heightened consumer awareness about eating and nutrition in the U.S. It was a unique moment where people became aware of the need to eat healthy without us having to tell them. Even though many have since fallen back into old habits, that period elevated the conversation and opened new doors.
Now, with legislative changes—such as banning certain harmful ingredients—nutrition is firmly on the agenda. Produce must position itself at the center of that conversation. We can’t let processed food continue to dominate the narrative. The processed food industry relies on farms—they can’t make their products without us. We need to be shoulder-to-shoulder with them, leading the charge. My vision is for us to be in the driver’s seat, with everyone else coming along for the ride. Because without farmers, there’s no food—no matter what form it comes in.
What trends do you see as the most transformative for the produce industry over the next few years?
The notion of produce prescriptions is really interesting. As an industry, we inherently know it’s the right thing to do—not just because we benefit from it, but because it promotes a healthier lifestyle by encouraging people to choose produce over junk food. If we can expand the concept of produce prescriptions, it has the potential to significantly change human health. Sitting on the Foundation for Fresh Produce at IFPA, I see this as our purpose—to drive positive change. When human health improves, everyone benefits.
There’s no shame in people relying on medication for weight loss—that’s important to acknowledge. But we also need to strike a balance with how people are living today. The produce industry is well-positioned to make a bigger impact than ever before, especially now that communication is so global. Many countries are far ahead of the U.S. in terms of healthier eating habits and lower reliance on processed food.
We’re already looking at school nutrition programs and improving access to fresh produce in food deserts and underserved communities. But even when fresh produce is available—and affordable—it doesn’t mean people are buying it. There’s a mindset issue in the U.S. that needs addressing. People already know they should eat more fruits and vegetables, but prescribing produce could be a game-changer. Instead of just telling people to eat healthier, we’d be making it a real part of their health plan. This could be a turning point for the country, offering us a chance to promote healthier eating in a way we haven’t before.
In what ways do you think that the produce industry in general could better market its products?
I don’t think health should be the only message when it comes to produce. It needs to be part of a lifestyle—something fun, flavorful, and engaging. If we’re only talking about health, it risks coming across as prescriptive and boring. People already know produce is healthy, so why not focus on telling them how good it tastes?
We haven’t leaned into flavor enough. In other countries, they put a strong emphasis on taste, but we haven’t done the same here—and I don’t understand why. It’s a huge opportunity to make produce more appealing by highlighting its flavor and making it fun. Produce is the original nutrition plan and the original sustainable food, so why not step up and lead?
That’s exactly what we need to do, and that’s what pears are going to do.
How do you think technology will influence the marketing of fresh produce in the future?
Until “smell-o-vision” becomes real, all media can really do is create curiosity and aspiration—it can’t take the product from the grocery store to someone’s plate. That said, leaning into curiosity and inspiration is critical because that’s where consumers are getting their information. If you’re not present, you’ll be forgotten.
The way information reaches us has changed—it’s on our phones, computers, and streaming platforms. Traditional TV commercials are less effective, so you have to be part of the conversation or risk being forgotten. That’s the key takeaway: if you’re not present, people won’t think of you. You can’t eat what you see on a screen—you still have to go to the store and try to recreate it yourself. And while many people do that, we also have a lot of armchair chefs who don’t cook but enjoy watching food content.
When it comes to product innovation what key pieces of advice would you give other industry executives?
Product innovation is hard—and expensive. It’s also risky. Too often, we see half-baked ideas driven by internal decisions rather than actual consumer demand. Decisions need to be made with the consumer in mind, not just operational convenience. Operations are, of course, critical, but if a product doesn’t fulfill a consumer need, doing it “just because you can” is never a good idea in business—or life. There needs to be a clear purpose behind it.
We also see a lot of “me-too” innovation, where companies try to copy each other. But if consumers don’t truly need the product, it’s going to fail. There’s a delicate balance between need and want—people may want something, but especially in tough economic times, if they don’t need it, they won’t spend money on it. That’s why finding that balance is key. I see a lot of innovation happening without proper research. Yes, research is expensive, but failing because you didn’t do the research is far more costly.
When it comes to making business decisions—including innovation—you have a much better chance of success when you put the consumer at the center. The information is out there, but many companies in the produce industry lack the resources or internal expertise to gather and analyze consumer insights. They may not have anyone with experience in research, but there are vendors and partners in the industry who can help.
The challenge is trust—it’s hard for companies to justify spending money on something that doesn’t immediately result in a product launch. But if you’re serious about innovation, you have to invest in learning before doing. If you skip the learning, you increase your chances of failure. It’s a strange cycle: decide whether you want to invest in learning or risk failing because you didn’t. Gut instinct can take you far, but most of the time, the people making these decisions inside produce companies aren’t the target audience for the product. Without proper insights, your success rate is unlikely to be what you want.
When building effective teams, what methods have you found the most effective in persuading and aligning colleagues toward a common goal, especially in critical decision-making situations?
I believe that having a shared goal needs to be part of a team’s DNA. That’s why it’s so important to build a team where everyone is aligned on the same end goal. But I don’t think everyone has to work the same way. In fact, I encourage diversity in how teams approach projects, especially in marketing, because it fosters more creativity and provides a 360-degree perspective. If everyone tackles things the same way, it’s hard to innovate, advance, or even change direction.
I struggle with leadership styles that try to fit everyone into the same box. Not everyone belongs in a box. If you stick to linear thinking, you miss opportunities to improve, grow, or take risks because you’re too focused on the process instead of the purpose. I don’t like focusing on process—I want to focus on purpose. How we get there doesn’t matter to me as much as the fact that we got there. And sure, sometimes you’ll look back, realize mistakes were made, and learn what not to do. But you can’t learn unless you try.
Fear of failure is something produce growers deal with every day. So, I don’t understand why there’s so much risk aversion in other parts of this business. You have to approach everything with the same willingness to fall down and get back up.
You’ve previously held marketing roles at companies, including Naturipe and Dole. What key lessons did you learn from your time at those companies?
I’ve definitely learned a lot about building a team and how to leverage the best in each person, no matter the team size. Whether a team expands or contracts, nothing beats having a cohesive, supportive group. When you find the right people and that special kind of chemistry, you can achieve anything. And it doesn’t mean everyone has to be highly experienced or classically trained—it’s more about having a team where everyone has each other’s back.
I’ve had the chance to work with many different personalities and teams, especially at larger companies with sizable staffs. I’ve seen firsthand how the right team can completely change the direction of a product or even a company. Both businesses I worked at were incredible experiences and really laid the foundation for where I am today. From P&L (profit and loss) management to working in a more structured, traditional marketing environment, they gave me the chance to level up my skills over time. Along the way, I was also lucky to have some amazing mentors.
What is your vision for the Pear Bureau Northwest under your leadership?
In terms of vision—where it started, what I inherited, and where we are today—it’s about creating a more engaging, fun environment. I know that sounds a bit odd as part of a vision, but when you’re trying to connect with consumers, you need that receptiveness. It has to be a two-way street. Not that you always have to be funny—humor isn’t a requirement—but creating a friendly vibe helps people relax and feel comfortable. Defining the personality of pears is a top priority for me.
It’s about figuring out who pears want to “be” when they grow up. How do we want consumers to view the product, and how do we want them to feel about it? I have a specific approach to marketing — identifying the personality of pears and personifying it in our promotions, language, and even with the influencers we work with. Ultimately, my goal is to increase pear consumption. A lot of people have never even tried pears. I grew up eating them, so it wasn’t a mystery to me. But this is my first time managing pears as a product.
Unlike other commodities I’ve worked with, pears are a bit different in this country. Compared to other places where they’re a common part of the diet, they have a more niche presence here. That’s my long-term goal: to change that. I want pears in every household, with the same kind of presence apples have. We’re not there yet, but that’s the goal.
What do you think is the main barrier to increasing consumption in the U.S.?
I think a lot of people just don’t know what to do with pears. They’re not top of mind for most consumers, and, as an industry, we may have overcomplicated things. Pears are unique—there’s really nothing else that tastes quite like them. But in grocery stores, many consumers tend to have an “either-or” mindset: I’ll get this or that. What we want is for it to be an ‘and’ decision: Get this and that.
In my own life, I’m involved in the produce industry beyond just work, and I see the same pattern. Pears need to be seen as an easy addition to the basket. Sure, plenty of households already buy them, but I think a big barrier has been a lack of understanding.
One key thing is that pears aren’t typically ready to eat right off the tree—they need to ripen, and that process can confuse people. But honestly, if consumers can figure out how to ripen avocados, they can figure out pears too. I think we might’ve gone a little overboard in trying to educate people about how to eat them. It’s not one-size-fits-all. Ripeness is personal, and I don’t think we’ve ever truly told consumers. It’s okay to eat it the way you like it.
We need to embrace that idea and encourage people to eat pears however they enjoy them. I believe that’s a major reason why many consumers haven’t embraced pears yet—they just haven’t been given permission to enjoy them their own way.
Should this demystifying of pears involve educational materials in store, or should consumers have the knowledge before going?
The path to purchase is really broad now. You reach consumers through social media, online searches, and more. Personally, I’m a big fan of print media, especially for food. The store definitely plays a role, but we also have to recognize that most consumers don’t read much while shopping. There’s a lot going on—phones ringing, kids running around, trying to remember what’s on the list. With all that noise, relying only on in-store communication doesn’t really work.
In produce, we don’t have much space to communicate—most of what we have is a tiny sticker. We’re not like traditional packaged foods with lots of room for messaging. Even with things like packaged salads, there’s very limited space to convey information. So, you have to catch consumers either before or after their shopping trip to make a real impact. Educating beyond basic variety differences is difficult in-store unless it’s a retail environment that prioritizes hands-on service.
Some retailers offer a shopping experience where staff are actively involved. You’re not left to make all the decisions alone—they offer samples and help guide you through the produce section. In stores like that—where produce managers are trained to interact with customers and share knowledge—there’s a real opportunity to influence consumers.
Are there any other areas or ways in which you potentially foresee consumption or sales increasing?
There are a lot of pear varieties, but we know that’s not something most people are aware of. There’s actually a new campaign coming out highlighting red pears. It’s not an apple—it’s a pear, but it’s red. And it can range from bright red to almost brown. I think there’s a big opportunity here, similar to what’s been done with apples and grapes, where variety plays a key role in marketing. We’re definitely leaning into that. There’s also the question of how to use pears at different stages of ripeness.
Plus, pears aren’t just tasty—they’re packed with flavor and fiber. And while fiber isn’t exactly a glamorous topic, it’s really important. Right now, GLP-1 medications (for diabetes and weight-loss) are influencing eating habits drastically. Whether it’s prescription or compounded versions, these medications have become a popular solution beyond their original purpose of managing diabetes. But one issue with them is that they can lead to a fiber deficiency.
Since these medications reduce appetite, consumers need to be mindful about getting the right nutrients. You can’t just take the medication and live on junk food—you risk serious health issues such as hair loss or even a sluggish or even paralyzed colon. Consuming enough quality nutrients, such as fiber, is crucial to help prevent these side effects. That’s where pears come in.
What was your view of the pear industry prior to starting in the role?
The thing I noticed was that pears felt quiet compared to other commodities. When I worked on the board side of commodities like blueberries, strawberries, or avocados, there was always a lot of noise and activity around them. Pears, on the other hand, didn’t seem to have that same level of visibility—they felt like a quieter industry. But now that I’m here, they won’t be quiet anymore.
What lessons can the pear industry learn from the growth and innovation in other produce categories?
Don’t flood the market with new varieties unless there’s real consumer need and demand. You have to be careful not to over-commoditize to the point where you can’t recoup the cost of developing a new variety or making a significant industry-wide investment. If there’s no return on investment, that’s a serious concern—and it should be for any grower.
One thing I’ve noticed is that there are so many new varieties, and consumers often can’t tell the difference. If they don’t know what makes one variety special, they won’t understand why it costs more. So, it’s important to avoid creating too many options that end up diluting the value of something you’ve worked hard to develop.
There also needs to be a moment where you ask, Why are we doing this? Are we creating something new just because we can? Did we actually check if consumers want something different? Do we really need, say, a purple pear? Maybe, but any investment in new varieties should be driven by unmet consumer needs and real demand. Just because you can grow it doesn’t mean you should.
What advice would you give to women aspiring to leadership roles in the produce industry?
You have to trust yourself to leap and land. Sometimes you will land with a gymnast’s grace and other times you will feel like you lost a UFC fight. Both are valuable and necessary to grow. The toughest moments in your career path are the ones where you will learn the most about who you are and what else you need to do to become the person and the leader you want to be. So often, I see women trying to “do it on their own,” because they feel like it’s the best way to show capability and fortitude. Sadly, they couldn’t be more wrong.
You need to find and collect mentors to move your own skills forward and you will need several throughout your career. Some should align with your strengths and others that challenge and guide you through your weaknesses. Wisdom is a collection of experiences in which you repeat what works and adapt when it doesn’t. Success is the product of both tenacity and wisdom working in tandem. True leadership follows the same principles.
