Last year, I suggested one word that defined the operator’s experience: Endurance.

It made sense. Our industry had endured the pandemic, supply-chain problems, labor shortages, inflation, return-to-office uncertainty and plenty of other challenges. Operators did what they have always done. They found a way forward and kept going.

In fact, when I explored the topic, former NAMA President and CEO Carla Balakgie described that ability to endure as being almost part of the industry’s DNA. “Operators know every corner of their businesses, understand where the profit is, and somehow keep the wheels turning through adversity.”

But I think we’ve moved beyond endurance.

The word that keeps jumping out at me in 2026 is relentless.

The word keeps following me

Early this year, I interviewed consultant Tammy Stokes about business development. When I asked what advice she would give a small operator trying to grow, she talked about choosing a couple of innovations that you believe in and can execute properly.

Then she said it: “And then, just be relentless.”

Her advice was to develop the message, keep putting it in front of customers and prospects and “go relentlessly at it,” using manufacturers and other partners for support.

A few months later, I interviewed Joe Simonovich of Daycast, whose career has revolved around a relentless effort to improve the workplace experience. His message is particularly important because it reminds us what we’re really selling.

We’re not selling coffee, snacks or micro market locations. We’re helping employers create a workplace where people are happier, more engaged and actually want to be there. Simonovich describes the opportunity as making the hours employees spend in the office matter.

He talked about fixing compressors at 11 p.m., working 100-hour weeks while building the company and going five to seven years before paying himself a decent wage. His point was simple: whether you’re trying to make it in professional sports or build a successful business, eventually you have to be willing to pay the price.

Today, Buffalo Strive has around 100 employees and generates about $20 million in revenue. Corto credits much of that growth to relentlessly attacking every segment of the business and “leaving no stone unturned.”

There’s a lesson there.

 Stop competing on price

Just this week, an operator called me frustrated about his OCS business.

“I’m having trouble competing with Amazon,” he told me. “The pricing is just too tough.”

My response probably wasn’t what he wanted to hear.

“Stop complaining. Get your boots on the ground, go sell and stop selling on price!”

Because if your sales proposition is, “I’ll sell you the same case of coffee for less than Amazon,” you’re fighting the wrong battle. We’ve had price competition forever.

Before Amazon, it was Costco. Before Costco, it was Sam’s Club. Walmart has always been there. Somebody somewhere will always sell a case of something for less.

So what? The best OCS customers aren’t simply buying cases of coffee.

They’re buying quality. Service. Equipment. Inventory control. Expertise. Convenience. Responsiveness. Workplace experience.

That’s where relentless comes in.

Relentless doesn’t mean reckless

Being relentless does not mean chasing every account, cutting prices or buying every new technology that comes along. It means staying focused on the right customers.

The ones who value great coffee and premium equipment.

The ones who want cold brew, beverages, fresh food, water filtration, attractive merchandising and a breakroom that helps recruit and retain employees.

The ones who call with a problem and appreciate that a real person answers.

Those customers exist, and you need them. But first, you must find them.

How Hunter became a hunter

For an upcoming Vending & OCS Nation podcast, I interviewed a relatively new operator, Hunter Hebestreet, founder and CEO of AI Vending. His  Denver-based operation has found a successful niche serving high-end residential buildings with AI smart markets.

Before starting the company, Hebestreet was an accomplished account executive working in healthcare. But for the most part, the leads came right to him — at a conference, through an online inquiry — all very warm and cozy.

As an operator, he quickly realized that placing his AI smart markets meant cold-calling apartment complexes to get in front of the property manager, the on-site decision-maker.

“Early on, I thought that I could use the technology that augmented my sales process in healthcare to guide me with what I’m doing in multifamily and vending. And that just wasn’t the case. This wasn’t virtual selling, using a lot of technology. This was creating a flyer, walking in, introducing myself, and even bringing them gifts. That was very uncomfortable at first.”

In 16 months, he sold 45 locations. How did he get past the discomfort?

“I learned how to fail, how to be uncomfortable and how to be relentless.”

Endurance got us here; relentless takes us forward

That, to me, is the opportunity for operators in 2026.

Endurance was about surviving disruption. Relentless is about pursuing opportunity — consistently, creatively and with enough determination to get uncomfortable when necessary.

There is plenty of competition, and more of it is coming from outside our traditional industry. Amazon isn’t going away. Neither are Costco, Sam’s Club, Walmart or the next competitor with a new idea.

But none of them can replace what a great operator brings to the table: personal service, expertise, equipment, inventory control, innovation and the ability to create a workplace refreshment program that truly makes a difference.

So don’t wait for the phone to ring. Don’t complain about price. Don’t assume your customers know everything you can offer, and don’t let a competitor be the first one to show your best customer what their breakroom could become.

Get your boots on the ground. Tell your story. Show customers what is possible.

Be absolutely relentless about it.