As vice president of produce and floral at Target, Robby Cruz brings to the role more than three decades of hands-on experience in the grocery industry — along with a leadership style rooted in empathy, curiosity, and a deep respect for people and product alike. With almost 2,000 stores across 50 states, Target is one of the leading U.S. retailers with a significant presence in the grocery sector.
Cruz grew up in Southern California, where his father and uncle ran a small grocery business and later went on to work for a supermarket chain in produce. That early exposure shaped his career from the beginning. Though he initially planned to pursue landscape architecture, in part due to a love of plants, a job at a grocery store after high school changed everything. “I quickly fell in love with the produce side of the business,” recalls Cruz. “It started with merchandising — seeing how fruit and vegetables were presented — and evolved into this fascination with understanding how something gets from seed to store.”
Over the years, Cruz has held leadership roles at several major retailers, including a long first stint at Safeway, and key roles overseeing fresh and procurement in both produce and floral at Cub Foods, SuperValu, and Sprouts Farmers Market. He joined Target for the first time in 2015, later returned to the company in 2021, and now works both at the corporate headquarters in Minnesota and remotely from Scottsdale, AZ — a location that places him close to key growing regions in the Western U.S. and Mexico.
His leadership philosophy, he says, leans toward servant leadership. Cruz is known for developing talent and encouraging his team to ask questions, stay curious, and dig deep into the complexities of the supply chain. “I often encourage my team to learn all sides of the business. I want everyone to have as much knowledge as possible,” he says, “because in produce, knowledge really is power. Nothing feels better to me than seeing my team continuing to progress in their careers and seeing how they thrive in the business.”
In the following interview, Cruz discusses how Target is investing in digital tools and distribution infrastructure to improve freshness and efficiency, how it balances local and global sourcing without compromising on quality and flavor, and how he balances the demands of a high-profile role with personal commitments and well-being. He also shares his thoughts on the role of AI in forecasting, the importance of transparency across the supply chain, and why he still gets excited, after 30 years, to learn something new every day.
How do you see relationships between retailers and suppliers evolving in the produce industry in the years ahead?
True partnerships between retailers and suppliers are essential for long-term success — and transparency is going to be critical to that growth.
Some of our best grower relationships are built on transparency. The more open we are about short-, mid-, and long-term strategies, the better we can collaborate. That kind of communication helps both sides make informed investments — whether that’s a grower putting something in the ground, or us investing in our stores.
We’re talking about aligning on trends, understanding what’s working and what’s not, and being upfront about whether something is a good long-term fit. Even if it’s a “no,” that clarity allows growers to redirect their efforts elsewhere. At the end of the day, transparency saves time for everyone.
Do you see opportunities to improve the supply chain through working together more closely — and could that kind of transparency even lead to increased produce sales?
Absolutely. There’s already good dialogue happening between growers and retailers on the sales side — many growers are in our stores and help us spot opportunities. But I think the bigger gap is transparency in the supply chain.
You’ve heard me talk a lot about freshness, because it’s that important. We need to be asking questions like: When are you harvesting and packing our product? Does that align with when we’re ordering? When are you loading our shipments? Can we load earlier? Are there better regions we could source from?
Even small efficiencies can add up — saving minutes, then hours, and potentially full days of freshness. We’ve started working closely with a few growers to map everything out — harvest dates, load times, distribution schedules — and we’ve managed to cut a day to a day and a half out of the process. That makes a real difference.
What emerging trends do you see shaping consumer preferences for fresh produce over the next five, 10, or more years?
Two stand out. First, transparency. Guests increasingly want to know where their food comes from — who grew it, how it was grown, and what inputs went into the soil or trees. Regenerative farming will continue to gain momentum, and I think that kind of transparency will only grow in importance.
Second, flavor exploration. Guests are becoming more curious and adventurous when it comes to different taste profiles, especially from diverse ethnic cuisines. They’re open to trying new varieties of fruits and vegetables and understanding how those can enhance meals and support a healthier lifestyle.
Those are the two big themes I see gaining traction in the years ahead.
What aspects of your role as vice president of produce and floral do you find most rewarding?
I would say it’s two things: my team, and finding promising new growers or brands that could become future industry leaders.
I love seeing our newest buyers develop — watching them learn, ask great questions, and bring fresh perspectives. After nearly 30 years in the business, I’ve learned to value how the next generation challenges the status quo. I enjoy giving them problems to solve and seeing how they navigate to the right solutions.
On the grower side, it’s exciting to spot innovation, whether it’s a new variety or an emerging brand. I enjoy those forward-looking conversations about where trends are headed in three, five, even 10 years. Sometimes it’s quick, like collaborating with a new juice company; other times it’s a long-term investment, like a grower planting something new that won’t be ready for several years. In both cases, it’s about building strong, lasting partnerships.
What advice would you give to suppliers or potential suppliers looking to partner with Target on fresh produce?
Start by thinking about the value you bring to the Target guest. What differentiates you from other growers or suppliers? What does your 3-, 5-, or 7-year plan look like, and how does that align with our goals and serving consumers?
I always say: not every retailer is the right fit for every grower. Some suppliers are focused on volume, others on flavor, and some are making bold investments in new varieties. Know your strengths, and be honest about your capabilities.
Good communication and transparency — about what’s working and what’s not — go a long way. That’s what our buying teams are looking for, and that’s what helps us determine whether to bring someone new into the fold or continue building on our current partnerships.
Would it be fair to say that sometimes, suppliers struggle to articulate the value they bring or their long-term vision?
Yes, that’s accurate, especially the part about lacking a long-term vision. Often, suppliers will just say “yes” to every question we ask, which isn’t helpful if it’s not grounded in reality. For example, if we’re asking whether they’re investing in certain varieties, we’re not asking what they could do — we’re asking what they’re doing right now.
What we really want is honesty and clarity: What are you great at today? Then, as we build our relationship, we can align on goals and talk about how to grow together in the future.
Can you give us some insight into how Target approaches fresh produce sourcing? How do you balance local and global suppliers, beyond what’s dictated by seasonality?
It really starts with listening to our guests — understanding what they want and how we can meet those expectations. Our goal is to be reliably fresh at all times. That means sourcing as close to our stores or distribution centers as possible, without compromising on quality.
We want every guest to have the best possible at-home eating experience. When we deliver on that, our guests become our brand ambassadors. So we look at what’s being grown locally, assess the flavor, and if it’s outstanding, we want to get it into their hands. It all starts with listening and ends with flavor.
Over the past few years, we’ve seen Target making significant investments in its grocery supply chain, including new food distribution centers across the country. Can you share how these developments align with your vision for the future of the produce department?
Target continues to invest not just in grocery, or what the industry calls food and beverage, but specifically in our fresh departments — with produce leading the way. These new distribution centers help us deliver on our promise to be fresher and more reliable for our guests.
By building more facilities, we’re reducing the “first mile” from growers to our distribution centers, and also shortening the “middle mile” from those centers to our stores. The result is better freshness and reliability, both now and in the future.
In an increasingly competitive retail landscape, how does Target’s produce department differentiate itself? Are there any particular ways you’re innovating in this space?
Target is known for innovation — and the joy you feel when you discover something new. We offer a multi-category assortment that sets us apart as a one-stop shop, especially when you’re entertaining or hosting family and friends.
We’re bringing that same energy and innovation into the produce department. We carry what our guests need and what they didn’t know they wanted. We also work closely with our grower partners to introduce the newest varieties and trends. It’s about delivering outstanding quality and flavor and creating a memorable eating experience, with great value.
What else is Target doing on the digital front beyond online ordering? What opportunities do you see for the use of technology in-store?
I think we’re just at the beginning of what’s possible in digital when it comes to produce. There’s a balance — we don’t want to overcomplicate things for the guest. But I see a lot of opportunity, especially in storytelling.
For example, how do we bring a grower’s story to life so the guest understands where the product came from? Or if it’s a new grape variety, how can we explain what makes it special and why it offers a standout eating experience? There’s room to build that transparency and connection.
Beyond that, we’re seeing more multicultural influences in cooking. That opens up opportunities to feature recipes — giving guests new ways to use fruits and vegetables they might not be as familiar with. So, I think the future of digital in produce is about enhancing both discovery and connection.
That fresh and consistent eating experience is something the industry talks about a lot, especially because it’s hard to deliver consistently. One day, a shopper might get amazing blueberries, grapes or peaches, the next week they might be bland or flavorless. How do you approach that challenge?
For us, it starts with variety selection. We don’t just order “blueberries” — we specify which varieties, because we’ve identified the ones that consistently deliver great flavor.
Second, we continue to invest in our quality management teams. We have people in the field in California, Arizona, Texas. They’re inspecting product before it ever leaves for our distribution centers.
Let me give you an example with strawberries. As California’s season progresses, different regions come online at different times, some with younger plants, others aging out. We work closely with our partners to ensure we’re sourcing from the right region at the right time. That may mean telling them, “We’re ready to move out of this region and into another.” It’s all about staying ahead to ensure consistency.
Are there any additional strategies Target uses to attract and retain shoppers in the produce aisle?
This really hasn’t changed much over the years. It comes down to three things: give the guest a fresh, reliable shopping experience; overdeliver on taste so it’s memorable — something they’ll want to tell friends and family about; and make the experience easy and affordable.
Over the past 30 years, the message from guests has been consistent: fresh, reliable, flavorful, and a great value.
How is Target adapting its produce department to meet evolving consumer preferences — especially when it’s hard to tell whether something is a lasting trend or just a short-lived fad? How do you decide when and how to adapt?
I see it happening in two main ways. First, ease and convenience are becoming more important in our guests’ lives. People are busier, time is more limited, and we want to be the go-to destination for ready-to-eat snacks — like cut fruit, refrigerated bars, or functional beverages. That demand for convenience is only going to grow.
Second, there’s digital. Our digital platform is expanding rapidly, and delivery and pickup aren’t slowing down. So we’re focused on making our stores as efficient as possible — not just for the guest experience, whether they’re shopping in-store or doing drive-up, but also for our team members. We’re looking at the entire store layout — from front of house to back — to ensure the experience is both fresh and seamless.
When we build or remodel a store, we think about convenience. If someone’s doing a pickup, we don’t want them parking far from the entrance or walking 200 yards. It’s about integrating the experience — making it easy for guests who are shopping in-store and for those picking up their orders.
Looking ahead, what do you see as the biggest opportunities facing the produce and grocery industries?
Technology and automation are going to accelerate even faster than we’ve already seen. As an industry, we have to keep pace. That means embracing change and asking how these tools can help — whether it’s improving flavor, enhancing the eating experience, reducing costs, or increasing traceability and sustainability.
AI, in particular, is developing incredibly fast. It’s here to stay, and the question is: How can we use it to benefit growers, retailers, and the entire supply chain?
Where do you see AI’s greatest potential — supply chain optimization, production and demand forecasting, or even something on the consumer side?
All of the above. Forecasting is a huge area of opportunity — how granular can we get? Can we forecast not just by store, but by guest behavior? Can we factor in weather patterns and historical data to better predict demand?
If we can do that, we can share those insights with growers. Take herbs, for example — it’s a 90-day crop. With strong forecasting, we can say, “Here’s what we expect to need 90 days from now,” and the grower can plant specifically for us. That removes a lot of guesswork.
AI can also optimize our inventory systems so forecasts feed directly into inventory planning, truck building, and logistics. The end result? We cut out hours or even days in the supply chain and deliver fresher product faster.
What about on the challenge side — what keeps you up at night?
Water is always a concern. Availability varies widely depending on the region or country, and we know droughts are becoming more common. Labor is another big one. Do we have the right labor models in the right regions to support current and future growing needs?
And then there’s climate change. We have to ask: Will today’s growing regions still be viable five or 10 years from now? Will it get too hot or too cold? If we have to shift to new regions, will we have the right infrastructure, labor, and water to support that move? These are the kinds of long-term challenges we’re thinking about.
How do you balance the demands of a high-profile role with personal commitments and well-being?
I’ve had some great leaders throughout my career who encouraged me not to miss the important moments — whether it was a dance recital, coaching my kids’ sports teams, or celebrating an anniversary. I’ve been fortunate to coach baseball, soccer, and football when my kids were younger, and honestly, those experiences helped shape who I am as a leader today. One leader once told me, “Your kids are only young once — don’t miss it, because you won’t get that time back.”
I’m really passionate about my work — I wake up excited to keep learning about produce and the business. But I also try to consistently ask myself: Am I showing the same passion at home as I am at work? There are always going to be busy times, like weekends, late nights, but when you’ve also invested that same energy into your personal life, it makes the work feel more balanced and fulfilling.
What advice would you offer someone starting their career or aspiring to build a career in the produce or grocery industry?
Be great at the easy things. Show up on time, work hard, and be passionate about what you do. I once had a leader tell me, “Ask yourself: Are you bringing energy to the conversation, or are you draining it?” That’s always stuck with me.
I’ve been lucky to have great mentors, including my dad, who recently retired after 44 years in the industry. My biggest piece of advice is to be a sponge — soak up as much as you can. I remember coming home from work early in my career and asking my dad all kinds of questions. It gave us a really special connection, and those conversations helped me grow.
I also remember being a produce clerk early on and wondering why we carried the same variety of apples from different growers. That curiosity pushed me to learn everything I could about the business, from seed to store.
And finally, don’t be afraid to ask questions. Even after 30-plus years, I’m still fascinated by the details, like how different growers can produce the same variety of apple, grape, or berry, but with subtle touches that make each one unique.
