Executive Spotlight: Jennifer Silveira, Vice President of Supply Chain at CAVA

SCS:  Let’s start with a brief overview of your career. Can you tell us how you got to where you are today?

JS:  I’ve been very fortunate to have a wonderful career in supply chain. It’s hard to pinpoint one key moment because I feel like every experience has shaped my journey. I actually started out as a retail buyer and thought that’s what I’d end up doing. I worked in retail throughout high school and college. Food was never on my radar.

After five years in retail, there was a lot of consolidation happening, and I decided it was time for a career pivot. That’s when I was hired in the marketing department at Au Bon Pain, a fast-casual chain, to run a customer intercept and research program. I absolutely loved it, but after about a year, the role was eliminated for budget reasons. They asked if I’d be interested in moving to the purchasing department, and I immediately said yes. That was a turning point for me.

I had an amazing mentor and boss who encouraged me and taught me not only the hard skills required for the role but also the soft skills. She introduced me to the Women’s Foodservice Forum (WFF) and the Supply Chain Executive Study group. Back then, this was around 1998, it went by a different name, but it was such a valuable environment to be in. I learned so much about food, cuttings, and operations. Ron Shaich was the CEO at the time, and I learned a ton from him as well. I fell in love with the food industry and realized this would be my new career path.

I stayed at Au Bon Pain for five years before transitioning to manufacturing. I spent 12 years at Kettle Cuisine, and I’m convinced that experience was instrumental in getting me to where I am today. At Kettle, I built the purchasing department from the ground up. I learned the importance of quality assurance, worked with chefs, and gained insights into the other side of the supply chain. I took on roles that pushed me outside my comfort zone, like managing the receiving team, being on the production floor every day, ensuring the warehouse was properly slotted, and overseeing monthly inventories. It gave me a deep appreciation for everything that goes into making the food I now buy on the other side.

After 12 years at Kettle, I knew I wanted to return to the foodservice side, and I got that chance when I joined Cosi, another fast-casual chain. That was my first VP role, and I learned what it truly meant to be part of an executive leadership team. It was a great experience. Another key moment came when I became the Vice President of Supply Chain at 99 Restaurants, which was a dream job for me.

At 99 Restaurants, I learned so much about leadership. It was primarily a family-owned company for a long time, and most of the leadership team had worked together for 15 to 20 years. That close-knit environment taught me the importance of treating people right, the mantra that lives there to this day from founder, Charlie Doe. I believe that’s what drives success—with both customers and colleagues.

Of course, no journey is perfect. I had two roles I chose to leave because they weren’t the right fit for me. But even those challenges taught me a lot about what it takes to be a true leader, more in the way of what not to do!

Now, I’m so fortunate to lead the supply chain team at CAVA. We’re a fast- growing company with an amazing culture, and it’s given me a full-circle opportunity to use my experience to support the team. I’m passionate about helping them grow and learn in their roles, just as others have done for me.

SCS:  When you look at the arc of your career—from where you started, through your mid-career journey, to where you are now—does anything stand out as a particularly significant time or moment?

JS:  Absolutely. I’d say my experience at Kettle Cuisine stands out as a defining time in my career. Being on the manufacturing side was such a different experience compared to the foodservice world. In manufacturing, you tend to wear a lot more hats, which really helped me see the full picture of how everything comes together. That experience gave me a deeper understanding of the entire process, and I believe it’s what enabled me to be successful in a VP role on the foodservice side later on.

Another key moment was landing the VP role at 99 Restaurants. It’s such an iconic brand, and their emphasis on process and discipline in how they approach everything was invaluable. Those two roles—my time at Kettle Cuisine and my experience at 99 Restaurants—were the most pivotal in shaping my career.

SCS:  We’re clearly in a time of constant disruption—managing day-to-day challenges while trying to anticipate what’s coming next. How are you handling that in your role? What impact does this ongoing cycle of change have on you and your team, and how do you approach it to stay effective?

JS:   COVID was really the start of it. Everyone was thrown into managing disruption, whether they were ready or not. For me, it’s all about maintaining strong emotional resilience and fostering a collaborative team environment. The way I lead my team is to ensure that no one person feels solely responsible for managing a disruption. It’s always a team effort.

A great example is the challenges chicken suppliers faced last year, when hatchability rates dropped, and suppliers were struggling to meet the industry’s needs.  It was so rewarding to see the entire team jump into action. The distribution team managed their part, the sourcing team worked with culinary, and everyone contributed to finding solutions so we could keep our restaurants stocked and our guests happy.

For me, it’s about leveraging soft skills that are critical in supply chain: collaboration, communication, and maintaining a calm, focused mindset. I focus on keeping the team informed and engaged. Especially when we’re facing a challenge, I provide constant updates—whether to my team, the executive leadership, or other stakeholders. It’s about communicating, communicating, and then communicating some more.

I also try to keep the team balanced and level-headed, which helps us navigate disruptions more effectively. When you work in this field, managing disruptions is part of the job  and my team is great putting their heads down and finding solutions.

SCS:  5 or 6 years ago, all the buzz was about blockchain—how it was going to change everything. Now, fast forward to today, and it’s all about artificial intelligence (AI). What’s your take on AI? Are you using it? How is it reshaping supply chain management, and are you excited about its potential?

JS: I am excited about it. While we’re not using AI extensively in our day-to-day workload yet, I see it as a part of our future. At CAVA, we’re taking a holistic approach, and we use technology to enhance, not replace the human experience. 

It’s not just about one specific application but about understanding how AI can optimize the bigger picture. My husband and son both work in technology, so they’ve been talking about AI for a few years, and I’ve learned a lot from them and through conferences I’ve attended recently. I truly believe AI will have a dramatic impact.

In 3 to 5 years, I think we’ll see a huge transformation in the hospitality industry. Right now, everyone’s saying it’s happening immediately, but I see it as a journey, much like how the Internet became widespread. It may feel like early days, but when it takes off, it’ll happen quickly.

I’m confident it’ll be a game changer, especially for inventory management. AI will help the hospitality industry become significantly more productive, efficient, and accurate moving forward.

SCS: You mentioned conferences, and you’re a regular attendee of the Supply Chain Expert Exchange conferences. Can you talk about why you go and what you get out of it?

JS:   I attended my first Supply Chain Expert Exchange conference back in 1998, and I’ve been going ever since. These conferences are so valuable—they provide incredible networking opportunities with peers and industry leaders, and the sessions are always highly relevant to the challenges and opportunities we see in foodservice supply chain management.

What’s especially exciting is that the Supply Chain Expert Exchange is launching its own certification program specifically for foodservice supply chain professionals. This is a huge milestone for the industry. I’ve already shared it with my team, and several of them are planning to pursue the certification. Having a program tailored to our industry is such a game changer for professional development.

To me, the Supply Chain Expert Exchange conferences are one of the best investments of time and resources you can make in this industry. I’m incredibly passionate about what they offer and look forward to attending every year.

SCS: There was a time when supply chain was almost invisible, something few people understood until COVID. Now, it’s a part of everyday conversation, and supply chain management is firmly “at the table,” so to speak, in corporate decision-making. Where do we go from here?

JS:  A hundred percent—it’s been incredible to see how supply chain has gained a seat at the table. CEOs and leadership teams now look to us for insights into critical issues. We’ve become the go-to experts in so many areas, and that recognition has been so rewarding.

Looking ahead, I think the next big evolution in supply chain will focus on two major areas: consumer preferences and sustainability. In the food world especially, people care more than ever about how food supports their well-being. It’s our job to dig into the details which are becoming fundamental to how companies operate.

Sustainability is another area that’s going to be a game changer. The ability to demonstrate care and responsibility—whether it’s ensuring sustainable sourcing, reducing waste, or improving the environmental footprint of packaging—will define successful supply chains in the years to come. While fast casuals are leading the way now, I think we’ll see this emphasis ripple all the way through the industry.

SCS:  Last question—this one’s for young professionals starting their careers in supply chain. What’s important for career growth early on? Do you have any advice on how to stand out? And what’s your perspective on mentorship in this industry?

JS:   For young professionals, I think the real differentiator is soft skills. The technical aspects of supply chain can be learned, but it’s the ability to communicate effectively, run meetings, and build relationships that sets people apart. The individuals on my team who excel are those who are comfortable interacting with suppliers, leading discussions, and putting themselves out there, whether it’s through networking or attending conferences.

Some of the most pivotal moments in my career didn’t happen in formal meetings; they happened in casual conversations—maybe over dinner or during a chance encounter at a conference. Those moments sparked ideas, built connections, and even led to discovering new suppliers. So, I always encourage young professionals to focus on developing their soft skills and embracing those opportunities to connect and collaborate.

I’m also a big believer in mentorship. I have a young team at CAVA, and I love mentoring them, getting them out to industry events, and encouraging them to grow. I’m particularly passionate about supporting young women in this industry, which has historically been male-dominated. Back in the late ’90s, only about 10% of attendees at conferences were women. That’s improved significantly, but I want young women to know they can succeed here.

You don’t need to adopt the old-school, hard-nosed approach to be successful. It’s about combining emotional resilience with both hard and soft skills, and proving you can balance it all while building a fulfilling life. I have a 22-year-old daughter finishing her MBA who’s grown up watching her mom pursue a career. It’s inspiring to see the next generation stepping into these roles with confidence.

For anyone starting out—work on those soft skills, put yourself out there, and seek out mentors. That’s what will differentiate you and set you up for success.