Few figures in the U.S. produce sector have navigated the intersection of marketing, grower advocacy, and industry-building quite like Kasey Cronquist. As president of both the Folsom, CA-based U.S. Highbush Blueberry Council (USHBC) and the North American Blueberry Council (NABC) since 2019, Cronquist plays a dual role that bridges long-term promotion with day-to-day policy work. Under his leadership, the blueberry category has embraced a more unified, forward-thinking approach to growth — both at home and abroad.
Originally from a small town in Montana, Cronquist says he grew up with a strong sense of community and purpose. He credits that upbringing with shaping his collaborative leadership style. “Whether it’s a chamber of commerce or the blueberry industry, it’s that unity and sense of shared purpose that really moves things forward,” he says. “That’s what motivates me. And that’s what makes this work at USHBC so meaningful.” After graduating from Westmont College in Santa Barbara, CA, with a degree in communications, he began his career in association management, quickly becoming the youngest chamber executive director in Washington state at just 26.
His path eventually led him to California, where a chamber role in Carpinteria introduced him to the world of cut flowers — a gateway to understanding retail strategy, industry advocacy, and the mechanics of commodity boards. His 12-year tenure at the California Cut Flower Commission gave him a unique lens on how structured programs can amplify grower impact. When the opportunity came to lead the blueberry sector, he saw a rare chance to help drive category-wide transformation. “Blueberries are in a unique position — we’re just over a century into commercial production, and there’s still so much room to grow,” Cronquist notes.
USHBC, formed in 2000, focuses on building demand through strategic marketing and consumer engagement. NABC, its policy counterpart, works to advance grower interests on legislative and regulatory fronts. Together, they form the backbone of the industry’s collective action.
In the conversation that follows, Cronquist shares his outlook on the future of blueberries, his priorities for expanding consumption, and why building global collaboration and domestic unity remains the cornerstone of his mission.
What are your top priorities for USHBC over the next few years?
One of our biggest priorities is staying united. There’s so much more we can accomplish together than apart. I recently returned from Peru and was struck by the scale of production there. It reinforced how critical it is for our industry, especially our growers, to recognize the strength that comes from collaboration.
That idea will remain a cornerstone of what we do, not just in the near term but for as long as USHBC remains relevant. Supply and demand dynamics will continue to affect everyone in this business. It’s our responsibility to fully leverage the unique structure of our organization. There are only 22 research and promotion programs like this in the world, and we’re fortunate to be one of them. That puts us in a powerful position — if we stay unified.
That unity was the original vision when USHBC was created in 2000, and it’s even more important now. We’re currently discussing an increase to the assessment rate so we can do more, so we can meet the goals our growers have for their farms and families. I’m especially passionate about generational succession — helping growers pass their farms on to the next generation.
At the same time, we’re focused on shifting the demand curve. That’s what it takes to stay ahead of growing supply. We’ve done well in building awareness — most consumers already know that blueberries are healthy. But that alone won’t be enough.
So a third major focus for us is innovation. We need to go beyond health benefits as our core message and start positioning blueberries as a flavor-forward, exciting choice that competes with other top-tier products. That’s part of our vision to make blueberries the world’s favorite fruit. Some even say we should aim to be the world’s favorite snack, and that’s a highly competitive space.
It sounds like you’re aiming to shift blueberries from a “need” item — something people include with breakfast — to something people actively crave.
Exactly. We’re already strong in the morning occasion — blueberries with oatmeal or yogurt — but we want to be present throughout the day. We want blueberries to be part of the shopping list before someone even walks into the store.
Kevin Hamilton, our VP of global marketing and communications, describes it as a “crave.” That’s the kind of reaction we’re aiming for, like people have with potato chips. Blueberries can achieve that. We want consumers to crave blueberries not just because they’re healthy, but because they love the flavor, and they look forward to eating them. It should be automatic — something they just have to have in their fridge and freezer.
In terms of increasing the demand, it must be a big challenge to get everyone producing consistently high quality. How do you approach this?
The good news is that the industry is already moving in that direction. I’d compare where we are now to table grapes. That industry has been around for thousands of years and continues to evolve. Blueberries, on the other hand, have only been commercially grown for just over a hundred years. In many ways, we’re just getting started.
So if you like blueberries today, just wait five or 10 years. We’re going to see incredible progress. Consumers may not understand specific varieties, but they do notice differences in flavor and texture, and that’s where this industry is headed — toward innovation in genetics and a higher standard of quality.
At the same time, we also have a responsibility to find a home for every berry. Not every piece of fruit will meet tomorrow’s premium standards, but that fruit still has a valuable place, whether it’s in food ingredients, foodservice, or other channels. Right now, the infrastructure to supply those channels at scale isn’t fully developed, but that’s changing.
We’re in a unique position where we can raise quality over time, while still supporting the full spectrum of product uses. That’s an exciting challenge, and it positions the industry for real growth.
What do you see as the best strategies for increasing blueberry demand in retail, especially given how competitive that space is?
The biggest lever we have to increase consumption is marketing. It’s the most effective way to drive frequency among consumers at scale.
Right now, the average blueberry-buying household only purchases 6.4 pounds per year. That’s not much, especially when you compare it to other fruits. On a per capita basis, that’s less than 3 pounds per person. So there’s a huge opportunity to increase purchase frequency, and marketing is how we get there.
Retailers are starting to see that potential too. Our “Grab a Boost of Blue” campaign has shown how effective marketing can be in moving the needle. It encourages that extra purchase. And long term, the goal is not just to drive an occasional impulse buy, but to make blueberries a standard item on the shopping list.
We’re combining what I call the “air game” — broad consumer marketing — with shopper marketing that activates in-store. When those strategies work together, we see the conversion rates rise. That’s how we move from 6.4 pounds to 12 pounds per household. And when that happens, it shifts the supply and demand equation in a big way — one that benefits our growers.
Does your marketing strategy have to be more regionally targeted in areas where there is lower consumption?
We are identifying those differences through our consumer research, yes. But more broadly, the U.S. is a huge country with a lot of people, and we’re seeing that even within blueberry-buying households, many could be purchasing more than they are.
So our focus is on reaching them more frequently — staying top-of-mind so blueberries are consistently chosen. Marketing is how we create that frequency. It’s about visibility and giving consumers a reason to take action.
That takes resources. This is a competitive country when it comes to capturing consumer attention, and it costs a lot to do that effectively. The good news is, we have a strong base — there’s a large group of people who love blueberries. But when we look closer, we see that 80% of blueberry-buying households are still purchasing at relatively low levels compared to the most engaged group.
So the question becomes: How do we get that large group to behave more like the heavy buyers? That’s a marketing challenge. We need to focus our efforts on encouraging that group to buy one more unit — whether fresh, frozen, or dried. We know they like blueberries. Now we need to move them to the next level.
That’s also why the assessment increase is part of the conversation. It’s not just about investing in production or quality, though those are crucial. It’s also about making sure the consumer sees blueberries, hears about them, and chooses them. Because if we don’t get the demand side right, all the supply improvements won’t matter.
What is your vision for the global blueberry industry over the next decade?
I’m at USHBC because I believe blueberry growers deserve more. The organization exists to do together what no grower can do alone. I want to use that collective power to help growers achieve their dreams.
Unity is at the center of that vision. Look at avocados — they’ve done a great job in the U.S. with unified marketing, and they’ve grown their category dramatically. For blueberries, we have that same potential, but the key difference is our need to maintain strong global cooperation.
Our vision at USHBC is to make blueberries the world’s favorite fruit. That’s not just a tagline. It means building and maintaining a collaborative table of international stakeholders. Without that, we limit what’s possible. Over the next five to 10 years, we’ll keep deepening our relationships within the U.S., but also with key country partners — Chile, Canada, Peru, Mexico and others.
The opportunity is to go into emerging global markets together. In the past, agriculture has often operated with a “hide your playbook” mindset. That won’t work anymore. The future of blueberries depends on sharing our strategies, aligning our efforts, and building demand as a united global front.
In every emerging market, there’s a similar journey. First it’s, “What is this?” Then, “Why is it important to me?” Eventually, the goal is to reach that moment where the consumer thinks, “I have to have this.”
My kids play soccer, and I can picture blueberries becoming the standard sideline snack. No offense to oranges, but maybe we move from orange slices to cups of blueberries. That kind of cultural shift is exactly what we’re working toward. We have to keep writing and sharing that playbook.
On the unity front, I imagine it’s difficult to reconcile the international collaboration with the concerns some U.S. growers have expressed about import volumes during certain times of the year.
It’s a highly competitive space, and those concerns are real. There’s no simple solution when people feel the market is oversupplied. But in weeks where demand is high and supply is tight, no one’s asking where the fruit came from — they’re focused on filling orders. Our job is to make sure demand consistently outpaces supply.
That means using every available resource, including those provided by our importing partners, to fund marketing and research. USHBC was built on the principle that if you’re in the sandbox, you help fund the sandbox — and we all benefit from working together to make this market as strong as it can be.
That requires smart, strategic investment in both consumer and health research. We need to understand what buyers want and position blueberries accordingly. Domestic growers recognize that we can’t provide fruit 365 days a year. The only way to ensure blueberries are available year-round — and that retailers continue to reserve shelf space for them — is through smart collaboration. The goal isn’t just maintaining shelf space, but offering the best possible product to fill it.
Health has been a strong macro trend for years. There’s also the convenience factor, where snacking comes in. Are blueberries well-positioned to benefit from both?
Absolutely. Blueberries align perfectly with both health and convenience. In the context of campaigns like “Make America Healthy Again,” blueberries check every box. We’ve put years of work into building public understanding around their health benefits, and that’s foundational to our strategy.
But we also want blueberries to be a social staple — something you always have on hand. Almost like, if you don’t have blueberries in the fridge and freezer, you’re missing something. It’s about making them part of a lifestyle, not just a health decision.
What do you see as the biggest threats or challenges to the industry globally?
The biggest risk is falling behind in consumer preference. We need to stay competitive not just in produce, but across all food categories. Consumers already view the entire produce department as healthy, but not all fruits are equal. We must continue highlighting what makes blueberries unique — whether it’s health, convenience, or flavor.
I also think foodservice presents enormous untapped potential. Whether it’s fast casual or quick-serve restaurants, there’s so much more we can do with blueberries as an ingredient.
That’s why we’ve launched the Blueberry Boost Accelerator with VentureFuel [a business management consultant]. Think of it like a “Shark Tank” for blueberries. We’re encouraging startups and established brands alike to create new products that showcase blueberries’ value — whether that’s their flavor, health halo, or versatility.
One example is a conversation we’re having with the dairy industry around flavored milk — specifically, creating a healthier “blue milk” for school programs. These types of innovations could position blueberries as a natural, appealing alternative to less nutritious options.
We’re also pushing to have blueberries more accurately represented in federal dietary guidelines. Currently, fruits are lumped together in one category, while vegetables are differentiated by type and color. That doesn’t reflect the actual nutritional differences.
Blueberries deserve distinct recognition. The blue pigment is tied directly to health benefits, and if that were properly reflected in dietary recommendations, it would elevate the whole category.
Let’s talk briefly about exports. What trends are you seeing in U.S. blueberry exports, and what role do you think they will play going forward?
Exports are a critical part of our future. USHBC is the largest blueberry organization in the world in terms of the budget that it has to help the industry achieve its vision to make blueberries the world’s favorite fruit. NABC focuses on opening doors — getting trade barriers removed — while USHBC comes in to drive consumer demand once access is secured.
2024 was the best export year on record for the U.S. industry. That momentum needs to continue — not just for the benefit of U.S. growers, but to raise the category’s visibility worldwide. We’re seeing more emerging markets come into play, and we’re leveraging USDA Foreign Agricultural Service programs to support that work.
We’re also working closely with partners in Mexico and looking at markets like India, where a recent tariff reduction has created new opportunity. Others include Canada, Mexico, Japan, South Korea, Malaysia, Vietnam, and potentially China, depending on future trade conditions.
We study consumer behavior across cultures to see where blueberries can make the biggest impact. We’re trying to make sure the opportunity is there — and that barriers like tariffs and logistics don’t stand in the way.
It seems that after more than a decade of expansion into low-chill varieties, there has been renewed focus on high-chill types. Do you think they may play a bigger role in the U.S. market going forward, especially when it comes to locally-grown fruit?
It’s part of the industry’s natural maturation. High-chill varieties will continue to improve — in genetics, in quality, and in grower profitability. They play a key role in the domestic season.
Take the past season, for example. You had low-chill fruit from Peru peaking at 25 million pounds a week for several weeks. Compare that to our domestic high-chill peak in July and August — around 18 million pounds a week. If we do our job right, there’s no reason why the domestic season can’t reach that same volume and pricing.
Low-chill varieties are evolving toward premium quality. That same kind of progress is happening now with high-chill offerings. The opportunity is there — we just need to ensure that demand is strong enough to support it.
We’re not just competing with other blueberries. In summer, we’re up against all the other fruits in peak season. So our marketing has to be sharp, targeted, and effective.
The goal is to ensure there’s a place for every berry. That’s what excites me — building a future where growers can succeed across all production windows. When that happens, farms can pass from one generation to the next. That’s what this is all about.
What advice would you give to someone just starting a career in the produce or blueberry sector?
Respect the power of time. In agriculture, tenure matters. There’s wisdom in the work that came before you, and you have to take time to understand that.
When you’re young and full of energy, it’s easy to want to make an immediate impact. But in this business, things move at a seasonal pace — not at the speed of ambition. Success means taking your energy and aligning it with the rhythm of the industry. That includes listening to people who have put in the time, and understanding where your work fits into the long-term picture.
It’s like climbing a mountain. You may see the peak, but not everyone climbs at the same pace — and some things can’t be rushed. The plant doesn’t become its best overnight, and neither do we. Your ideas may be great, but they need time to take root — and even longer to bear fruit.
Bring your passion, bring your vision, but also bring patience. That’s how real impact happens.
