On January 1, 2026, Frank Gleeson will take the helm as the new president and CEO of NACS, succeeding Henry Armour, who will lead the international efforts of NACS after 20 years as president and CEO. 

Gleeson is the former president and CEO of Aramark Northern Europe and was the 2018-2019 NACS chairman of the board. He has held numerous retail roles and board positions throughout his career. He will be the fourth CEO in the 64-year history of NACS. 

This summer, Gleeson visited the NACS Executive Leadership Program at Cornell University, where he spoke with NACS Media’s Lauren Shanesy.

You’ve been in the retail industry your whole career. What have you learned about leadership?

The key difference between management and leadership is people. Management skills are tactical, but leadership requires empathy, listening and the ability to bring the best out of others. As my career progressed, I learned that success comes less from giving direction and more from creating the conditions for others to succeed.

Mentorship has also been fundamental to my development. I’ve always sought guidance, whether from a peer, a boss or someone in the wider industry. Henry Armour has been an important mentor, not only to me personally but also to our entire industry. His strategic vision has positioned NACS where it is today, and I have also been fortunate to learn from other leaders who combine strong values with deep industry experience and a social conscience.

You’ve said that a motto for you is ‘If you’re not serving a customer, you’re serving someone who’s serving the customer.’ Can you talk about how that mentality has guided you?  

I started my career on the frontline serving customers in my family’s retail business, and it gave me an appreciation for the importance of challenging work and customer loyalty. The frontline roles are the most critical in our industry as they are closest to our customers. Leaders exist to support them and create the culture and environment for success. When I visit sites and retail locations, I learn the most by speaking directly to frontline associates about their experiences, challenges and needs. Armed with that knowledge, you can make decisions and adjustments that make your business work better for your team and your customers.

Great culture can be built from those interactions and experiences. If we treat our people well, they will in turn deliver for customers. The culture of an organization is defined at the frontline, and leaders must never ever lose sight of that.

What are some things that are top of mind for you as you step into this new role? 

NACS is a member-led and focused organization, so listening to members and aligning with industry needs will be central to everything we do.

Foodservice, in particular, is a significant repeat opportunity for our industry. Fuel demand is evolving, primarily driven by EVs and efficiency; however, foodservice offers multiple daily occasions to serve customers. I often say, ‘You fuel your car once a week, but you fuel your body three or four times a day.’ That creates enormous growth potential that our member retailers and suppliers can capitalize on. Executed well, foodservice in our industry can rival or surpass quick-service restaurants. Our industry has the advantage of location, value and trusted customer relationships. This will make foodservice a cornerstone of long-term sustainability and profitability of progressive c-store operators.

You have a long background in both retail and foodservice. How should retailers be thinking about their foodservice strategy as this category keeps gaining momentum? 

It always starts with the customer. What do they want, and what can we deliver brilliantly for them?

One permanent major trend is health. Younger customers, especially, want healthier options to support their lifestyle choices, but that does not mean indulgence goes away. People still want comfort foods, familiar favorites and moments of treat. The winning strategy is offering both: indulgence when customers want it, healthier choices when they need it. That drives frequency, and frequency drives profitability.

What’s been catching your attention in the industry lately? 

The scale of change and the expansion of convenience. Stores that used to be 1,000 or 2,000 square feet are now between 6,000 and 10,000. The product mix across the key immediate consumption categories is expanding, especially in chilled drinks. Lots of tobacco alternatives, ready-to-drink alcohol, cold-brew coffee. And foodservice is delivering restaurant-quality meals in a convenience setting across several of the most popular food concepts like chicken, pizza, Mexican and more.

What excites me most is the spirit of innovation, especially with the regional chains. Most progressive convenience retailers are experimenting, testing the latest ideas in design, product and digital, and pushing boundaries. Sometimes ideas work, sometimes they do not, and that’s okay. What matters is failing fast, pivoting quickly and building what’s profitable and scalable. That’s where the industry will continue to win.