Operator insights into growth, service and staying power

The operators who make up the backbone of the convenience services industry are as varied as their local markets. They differ in size, geography and history. Some are multigenerational family companies. Some have grown through acquisition. Some started over in a new market.

And yet, as is evident from the operator profiles in Automatic Merchandiser and VendingMarketWatch.com, they share one universal truth: the pursuit pf excellence while navigating a changing business.

In Sheehan Brothers Vending’s story, growth is rooted in patience and focus. The company began with a gumball route in 1956 and now operates across Ohio and Northern Kentucky, with micro markets, fresh food, vending and office coffee service. Its leaders have emphasized disciplined growth, including the willingness to walk away from businesses that no longer fit the operation.

That same discipline shows up at Five Star Breaktime Solutions, though at a much larger scale. Five Star has grown through acquisitions, but its profile makes it clear that the real work comes after the deal through delivering on its promises. The team’s intense focus on anticipating clients’ needs, innovating to optimize services and operating with a retail mindset help Five Star succeed in the Southeast.

At Smith Vending Canteen, the central lesson is service. Ashilyn Sunderman’s story reinforces a simple but durable point: operators may sell many of the same products, but the customer experience is where companies separate themselves.

For Global Vending Service, Jay and Sherri Holstein’s story highlights the value of adaptability and operator involvement. After relocating to Florida and rebuilding their business from the ground up, the Holsteins steadily expanded Global Vending Service into a regional operation serving workplaces across Central Florida. Their growth reflects a willingness to embrace new technology, micro markets and changing workplace expectations while maintaining a strong hands-on approach with customers and employees.

What do we learn from these operators?

Be intentional. The strongest operators know what fits their business and what does not.

Service still wins. Technology, fresh food, smart coolers, pantry programs and micro markets all matter, but none of them replace follow-through.

The breakroom is more than a location with equipment. Five Star talks about competing with retail options outside the workplace. Global Vending Service emphasizes attractive, customized micro markets. The lesson: operators are building daily-use spaces, not just restocking machines.

Technology is not a replacement for people. Each of the operators shared how technology supports their judgment rather than replacing it.

For operators, the broader lessons are practical:

• Protect the core business
• Know your accounts
• Use data to improve decisions
• Make service visible

The companies profiled follow distinct paths to success, yet they ask many of the same questions.

• What does this account need?
• What can we do better than a competitor?
• What services actually make sense?
• Where can technology improve execution?
• And how do we keep the relationship strong after the sale?

That may be the clearest takeaway of all. In convenience services, staying power comes from doing the basics well, then building from there.