What started as a look at a couple of IFDA and Technomic reports turned into a really energizing conversation with two people who live and breathe the independent world: Bill Lewis, President & CEO of Frosty Acres, and Stephanie Ngo, SVP of Marketing & Member Development.

After reviewing the finer points inside the latest projections into 2026, we decided to hop on some microphones to talk shop and share our thoughts on what we believe to be a bright future for independents. 

At least… for those distributor swilling to lean in.

The data says it’s time to stop playing defense

For the last few years, foodservice has felt… rainy. Food costs, labor costs, and supply chain issues have plagued us all equally.

Luckily, the recent data tells a different story heading into 2026. When you take a look at foodservice overall and some of the segments fueling growth, things start to look a lot more encouraging, especially in full-service restaurants.

Stephanie summed it up perfectly:

“This 2.5% real growth is primarily where independent restaurants come into play.”

That matters because full-service independents are where local distributors do their best work. Almost 70% of full-service restaurant spend flows to independents and small local chains. That’s a huge opportunity if you know how to serve it.

Independents win on flexibility, but “business as usual” won’t cut it

One of the things I love about talking with Bill is that he doesn’t sugarcoat it and his passion is felt in the way he describes the evolution of the DSR.

Yes, independents have advantages: flexibility, customer intimacy, speed. But that alone won’t win the next chapter.

 ”The greater onus is on ownership of the independent distributor to provide the necessary training, to provide the necessary resources, to provide the necessary technology.”

What independents can do better than the big guys is deliver a better everyday experience, as Bill puts it.

The DSR can’t just be a “green bean salesperson” anymore

Like me, Bill often talks about his early days as a DSR; Showing up, running will calls, and taking orders. In today’s world, where placing an order is the least valuable activity the DSR can provide, the mindset needs to change from top to bottom.

“Successful distributors are going to change the role of their DSR from transactional to strategic merchandiser and marketer.”

If the relationship is just “What can I get you this week?”, then you’re going to get shopped on price. Every time. 

Data isn’t the point — using it is

We spent a lot of time talking about data, but not in a “here’s another dashboard” kind of way.

Bill called it what it really is:

“The weaponization of data.”

The goal isn’t to drown reps in spreadsheets. It’s to make their week easier and more effective:

“These are the 15 customers you’re seeing this week. These are the products. These are the problems you’re solving.”

Turning the data into actionable intel that’s easy to digest is where the game will change. Reps sell with confidence. Operators feel understood. Suppliers see real results. Everyone wins at once.

Supplier partnerships are changing (and that’s a good thing!)

Stephanie brought some great perspective from the supplier side of the world. There is money available for independents — but it’s shifting away from “trust us” trade spend and toward measurable, activated programs.

“It’s not just about cooperative programs anymore… now you’re tapping into digital engagement dollars.”

When distributors can show impressions, clicks, engagement, and lift, supplier conversations change. It stops being a hand-out and starts being an investment.

Bill nailed that shift:

“You’re investing in me — and I’m going to share the data and put my shoulder to the same plow.”

That’s how modern partnerships get built.

Pricing, margin, and a little thing called “pricing courage”

One last point that hit home: pricing.

Too often, reps discount because they’re guessing, not because the market demands it.

“Sometimes DSRs don’t lack courage. They lack information.” — Bill

When reps can see what’s actually winning in similar accounts, at similar prices, confidence goes up. Discounting goes down. Margin gets healthier.

It’s All About Execution in 2026

Independents don’t need to outspend the big guys. They need to out-execute them — by leaning into data, modern selling, better supplier partnerships, and technology that actually makes people better at their jobs.

That’s the playbook we believe in at Pepper. And if you’re willing to lean into it, 2026 isn’t just survivable, it’s winnable.

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