General Session Recap: Leading Through Turbulence

October 16, 2025

Thursday afternoon took off with a jolt of energy as Sarah Robb O’Hagan, renowned executive, entrepreneur, author, and founder of Extreme Living, shared how the fresh produce industry can thrive in real time, in real life. Warning the audience that “bold moves don’t always work out,” she reflected on her past roles and shared how she managed to turn setbacks into opportunities for success.

She pointed to Bohemian Rhapsody by Queen — a song that, when first released in the 1970s, was considered wildly unconventional. Yet today, the song is seen as a classic hit. “Breakthroughs are not for the faint of heart,” she said, emphasizing that innovation often requires taking risks that others might shy away from.

In 2008, Gatorade brought Sarah in to revitalize the brand. Despite a refreshed logo and efforts to modernize its image, sales declined. What went wrong? At the time, Gatorade was seen as “just a beverage.” The turning point came when the company positioned itself as a sports fuel brand. By recognizing that athletes needed better hydration to enhance performance, Gatorade found an opportunity to evolve, transforming both its purpose and its place in the market.

“If we want to change the game, we have to cultivate courage within our teams,” she said. Looking back on her career transformations, she did not realize that people have different thinking styles. While she can easily spot new opportunities, other employees offer other strengths and skillsets, creating a well-rounded team of individuals.

When Sarah was leading EXOS, a company that trains NFL athletes, the company struggled to stay afloat when the pandemic began. She started to learn that the only way to get people on board was to encourage interactive and social friction among employees. She wanted them to get along and enjoy being around each other at work, while addressing the elephants in the room. This encouraged intellectual curiosity and helped them to work together.

In closing, Sarah encouraged the audience to think about how they work with their teams. How often do we go to meetings where there’s not a clear goal in mind? If that’s the case, how are we supposed to work efficiently? How will we push ourselves to set goals and mark achievements? Getting a team into a flow at work involves trust and safety, relying on complementary skills, getting into a collectible rhythm, and celebrating small wins.

Change the game in your workplace by reshaping your competitive landscape so others follow your lead. You’ll be surprised at what you can accomplish!

Panel Discussion

Following Sarah’s bold session, a panel of speakers reflected on her resilience, boldness, and the importance of constructing a cohesive team. It’s important to be able to have dynamic team discussions during turbulent times.

Headwinds continue to test leadership, forcing organizations to show innovation and explore new resources. Not every issue can be handled in house, and this is where John Anderson, Chair, CEO & Managing Partner, The Oppenheimer Group pointed to a meeting held by the IFPA at the White House regarding tariffs. The support he felt through this time was incredibly impactful.

Adriëlle Dankier, CEO, Nature's Pride noted that her company has focused on quality over quantity during tough times. She credited working together to make a difference in a time when changing behaviors can be difficult.

John Simko, President & CEO, Sunshine Bouquet Company, said consumer demand, inflation, and varying business climates can all affect business decisions – especially in the perishables business. Exploring and adjusting in real-time can be a fearsome task, and this is where “the people aspect” comes into play.

Upping the ante to the next level, especially as uncertain times unfold, the panel of speakers have found that regrouping will allow them to energize and find solutions to move forward.

Dankier finds that it’s important to stick to what we have built together – sticking to partnerships, agreements, and communicating openly. Empowering teams will lead to buy-in and make a difference in a company’s culture of teamwork.

As mentioned in the general session, the panel agreed that building bonds of trust can bring a team together. You want teams that like each other while they attempt to achieve a common goal. “Be curious, not judgmental,” said Dankier.

In closing, attendees walked away with real-world strategies and a fresh perspective to help their businesses thrive with resilience, agility, and innovation.

General Session Recap: Leading Through Turbulence

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