Top 15 Jennifer Moss Quotes

That's something I value in a leader — somebody who has heart. They have their heart in it, and they care while still being consistent, strong and business-oriented. That's hugely valuable to me in every single way. And that's how I want to show up at that table and every other table that has an opportunity for growth, anywhere, in any industry, in any room.”

I went into a supplier’s booth and stood there, ignored, for about 20 minutes, despite having 12 workers in the booth,” she explains. “It was right when the show floor opened, and they weren’t busy. I now call it the khakis and polo club because that’s what every one of those guys were wearing. It’s the traditional footprint of so many in our industry, but I don’t participate. I’m tattooed. I’m young. I’m female. So was like, ‘Okay, here’s a bias.’ So now I'm very sensitive to the gender gap in our industry.”

Don’t be afraid to put the guy with 30 years of experience on the bench and let him consult a group of younger folks to lead a project and challenge the status quo,” she advises. “If you are going to get people interested in this industry, it can’t continue to look how it’s always looked. It’s okay if everybody’s skin color is different at a table. It’s okay if half of the people in the board room are covered in tattoos. It’s okay if someone came from the cannabis industry and is now growing lettuce in a vertical farm. We’ve got to be able to cross over into the next stage of this industry’s evolution.”

I was named CEO in September of 2022 and we've made some big shifts. We have gone from focusing on top-quality plants to becoming an employee-centric company. My best asset is people and I want to treat that asset the best way possible,

I think it was in 2018 at Cultivate where I challenged all of our brokers and suppliers saying, 'I want to be two years ahead of the market. I want to try everything I can in Idaho before you release it.' I want to be on point as soon as that new variety hits the market.

Our offerings as a supplier were very traditional. When we lost King’s Discount Store, it was an opportunity in disguise. We started to change our basket combinations and move away from that flat footprint into more container gardening with more perceived value on the baskets,”

I do not like the status quo. I am a person who holds space for everyone and I don’t make judgments,”

They said, ‘You always bring me step five and you make me figure out one through four. If you could please include me so that I can be a part of all five steps.’ They were absolutely right. I was giving them directives without the right tools. I've really listened to those moments because if I'm managing one person like that, am I managing all people like that?”

I worked on walking away and taking a couple of hours to come back with a clear head. My brother is very good at this. I really started to practice that. And that huge miss became a huge win. And it's very unusual for me to get angry now. I can still hold people accountable, and we can walk away from a situation after a positive conversation where we all feel that we succeeded in being heard and solved the situation.

When I was managing the restaurant, I had to make very big decisions on the fly. And I didn't have a super strong mentor in that space, per se. I didn't have a bad one, they were a little bit more passive. And because of that, I was abrasive in my management, and I would anger easily. And that trickled into the greenhouse for a little while. I started to pay a lot more attention to how I was showing up to conversations. What was my body language, was my tone of voice right or how did I leave people feeling? And I have really worked on that over the last four or five years and fine-tuned it.

That has been a really hard lesson, though,' she says. 'I had FOMO — fear of missing out. I wanted to be in all places and all things. But that's not the case anymore. I know where I stand as a human. I know what I want to show up for, and I know how much currency I have in the tank to be able to accomplish things.

If something really hard comes in front of me, I ask myself, ‘Will this matter in a year? In five years? In 10 years? And if the answer is no to any of those questions, then I need to make sure I’m not giving it too much energy in that moment,

I've learned that failing forward is the best way to approach it. Failure doesn't disarm me, it doesn't scare me. I tell my employees that if you don't fail forward, the universe will continue to bring you that lesson and it will get harder and harder every time. So when something bad happens, don't ask, 'Why did this happen to me?' Ask, 'Why is this happening for me?'

I have no problem with change. I disarm the emotional fear of it and other hard things, and I just keep moving. I think that's probably a lot of people's hardest moments – when they get stalled with indecision and fear. I read an incredible book earlier this year called The Gap and the Gain. And being an engineer's daughter, everything's a math equation. I just have to figure out the right variables to solve for X. And I approach all of life like that.

I tackle hard things. And if it's really hard, I just dig my feet in a little bit deeper so that I'm completely anchored. I'm not afraid to do hard things at all,