​Weathering the Storm: Why Resilience & Sustainability Are the Future of Fresh Produce

What do broccoli, strawberries, and strategic boardroom thinking have in common? According to James Truscott - quite a lot.

In our latest episode of TheMorePeople Podcast, CEO Andrew Fitzmaurice sat down with James Truscott to reflect on his decades-long career in food and produce, the sector’s evolving challenges, and why sustainability and resilience are more than just buzzwords - they’re essential for survival.

James has held senior commercial roles at major names like Unilever, Natures Way Foods, Fresh & Easy (Tesco USA), and Branston. Now a portfolio non-exec, he brings perspective from all sides of the supply chain - from field to fork and strategy to shop floor.

Here are some of the standout insights from our conversation.

From FMCG to Fresh Fields

James began his career on Unilever’s graduate scheme, landing in the food division at Birds Eye Walls - “luckily,” he notes. A few years in fast-moving consumer goods gave him strong commercial foundations, but it was the fresh produce world that really captured his interest.

He joined Natures Way Foods during a high-growth phase in the late 90s and eventually moved to the US to help Tesco set up its supply chain on the West Coast. That led to a three-year stint on the retail side at Fresh & Easy, before returning to the UK to become MD at Branston, one of the UK’s largest potato suppliers.

“I’ve been lucky to work in some amazing businesses with great people,” he says. “And now, as a non-exec, I get to play a part in a wide mix of ventures, all with different challenges.”

Riding the Storms: Produce's Big Challenges

The food and produce sector is no stranger to adversity - weather, labour shortages, price pressure, climate issues… the list goes on.

“The headwinds right now are extraordinary,” says James. “From inflation to skills shortages to extreme weather, it's all coming at once. But these challenges often present the biggest opportunities too.”

James believes businesses that thrive are the ones that lean into these problems rather than run from them.

“Everyone’s facing the same issues. The best businesses ask: how do we navigate it better than the rest?”

And despite the sector’s unpredictability, one thing is consistent: resilience. “It’s everywhere, from factory floors to leadership teams. There’s a grit and determination that runs through the industry.”

Innovation with Impact

Today, James wears several hats all connected by a common thread of sustainability and innovation. Here’s what’s on his current plate:

• Chair of SG Drysdale, a vertically integrated brassica grower based in Scotland

• Non-Exec Director at Beehive Innovations, an R&D agritech spin-out from Branston

• Board member at Extraordinary Berry Company, developing technology to grow summer-tasting strawberries in winter

• Trustee at The Bread and Butter Thing, a charity redistributing surplus food affordably to reduce waste

From smarter supply chains to crop R&D to tackling food poverty every project tackles sustainability in a tangible, practical way.

“There’s no silver bullet. Most progress comes from lots of people doing things a little better every day.”

Reimagining Risk and Reward in Produce

James points out that sustainability isn't just about doing what’s right for the planet, it's also smart business.

In crops like brassicas, supply and demand often move in opposite directions. Too much sun? A glut of product. But not enough buyer appetite. This mismatch creates waste, inefficiency, and cost.

“The opportunity is huge if you can build supply chains that are flexible, responsive, and make use of all the crop,” he explains. “That’s where the environmental and commercial wins overlap.”

Life as a Non-Exec: Letting Go of the Weeds

One of the biggest shifts James has made is stepping back from hands-on leadership into non-executive roles.

“It’s a different kind of impact,” he says. “You're not there to solve problems, you’re there to help others be the best at solving them.”

The mix of strategic thinking and diversity across his roles keeps things exciting. And yes, he admits, sometimes it’s hard not to roll up your sleeves and dive in.

“But if you get it right, you add a huge amount of value by helping leadership teams see the wood for the trees.”

Final Thoughts

Whether you’re in fresh produce, retail, agritech, or sustainability, James’s perspective is a powerful reminder of what it takes to thrive in a complex, fast-moving sector.

Resilience, innovation, and a relentless focus on doing the right thing, even when it’s hard, are the traits that separate the good from the great.

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