Kelly Leighton, the new executive director of The Center for Food Integrity (CFI), brings more than 25 years of experience helping organizations navigate complex issues and build trust in and across the food system.
Most recently CFI’s vice president of growth and engagement, Kelly views food as deeply personal – a perspective shaped by a career across food and agriculture that continues to guide how she thinks about trust, transparency and engagement. In this conversation, she shares her journey, what drew her to CFI and her vision for the organization’s next chapter.
Q: Tell us a bit about your background and what sparked your passion for food and agriculture.
Kelly: My relationship with food was personal long before it was professional. I grew up around agriculture, spending time on my grandparents’ farm and in their canning operation in South Georgia, which gave me an early appreciation for the people and practices behind our food.
Another formative experience was being a collegiate athlete at the University of Georgia. It heightened my awareness of how food, nutrition and health affect how we feel and function – not just in performance, but in overall well‑being.
Professionally, I’ve spent more than 25 years in strategic marketing, communications and growth roles across the food and agriculture value chain, helping organizations navigate complex issues, public expectations and moments of change. Today, as a mom of two, that perspective has really come full circle. Food isn’t an abstract system; it’s a series of daily choices for my family, and that keeps my work grounded.
Q: For those who may be new to CFI, describe its role and mission.
Kelly: At its core, CFI exists to build trust in today’s food system and to help the food system do that work more effectively. What sets CFI apart is how we approach that mission.
Through our consumer research and insights, we ground everything we do in understanding how people think, feel and make decisions about food. Food conversations are deeply human, and CFI empowers organizations with the insights and strategic guidance they need to engage thoughtfully and credibly – especially in today’s polarized environment. That is what drew me to CFI and what continues to drive my work every day.
Q: CFI’s diverse membership is often cited as one of its strengths. Why does that matter?
Kelly: Our strength comes from having varied perspectives around the table. Our members and board represent the full food system – from agriculture and farming organizations to food manufacturing, foodservice and retail.
That broad spectrum of perspectives is important because trust isn’t built within a single sector; it’s built across the system. At CFI, we work closely with members to translate research and insights into action, helping organizations better understand evolving expectations and respond in ways that are credible, consistent and grounded in shared values.
Q: What do you find most rewarding about working with the food industry?
Kelly: Helping organizations move from reactive to confident and clear in how they engage around food and the food system is incredibly rewarding. When leaders truly understand what their stakeholders care about – and why – they’re able to make more grounded, informed and consistent decisions that align their organizational values with stakeholder expectations. Seeing CFI members and partners apply our insights and frameworks in practical ways that strengthen trust with consumers, employees, policymakers and communities is one of the most meaningful parts of this work for me.
Q: As you step into the role of executive director, what will guide your approach?
Kelly: My approach is rooted in three core areas: clarity, focus and impact.
Clarity means clearly articulating CFI’s value to the food system and how we support organizations across sectors. Focus means prioritizing the work that is most meaningful to food and agriculture. Impact means ensuring that everything we do – research, insights, strategic solutions and coalitions – translates into tangible outcomes.
My goal is for CFI to continue serving as a trusted partner, helping organizations navigate today’s food conversations with confidence and credibility, while also creating an internal culture where talented people can do purposeful, impactful work.
Q: What excites you most about what CFI has to offer?
Kelly: What excites me is how integrated our work has become. Our four strategic pillars – research and insights, emerging issues, strategic solutions and coalitions and connections – come together in powerful ways.
Our research informs our strategies. Our insights help organizations anticipate what’s coming. Our partnerships allow us to scale impact across the food system. And none of this happens without the people behind it – our team and our collaborators. That integration is what allows CFI to deliver insight that leads to meaningful action and measurable outcomes.
Q: Looking ahead, what do you see as the biggest opportunities for food and agriculture?
Kelly: One of the greatest opportunities is to lead with trust.
Consumers are asking more questions about food, health and transparency. Organizations that engage with empathy, credibility and openness can build that trust.
At the same time, no single organization can navigate today’s food conversations alone. Collaboration and shared learning are essential to identifying trusted messengers, bridging gaps and engaging effectively with today’s consumers.
Q: What message would you like to share with CFI members as you begin this new chapter?
Kelly: My message is one of gratitude and partnership. Thank you to our members for your leadership, engagement and commitment to building trust.
As we move forward, my commitment is to listen closely and lead thoughtfully – ensuring CFI continues delivering the insights, strategies and connections that make a difference.
This next chapter is about building together on a strong foundation as we work toward a more transparent and resilient food system.