F&B Strategy & Product DevelopmentJapanese product discipline. American market outcomes.
Knowing what to do
with it is. That's where
we come in.
adjective
Of or relating to a site or project with no prior development; built from nothing, with no legacy system to work around. In strategy: the condition of having no precedent — and no excuse not to build it right.
01 — The Services
The discipline that protects margin before the market gets a vote.
Diagnostic Engagement
The Strategy Build
Diagnosis before direction. The litmus test.
For brands that need clarity before they need a build. The Strategy Build surfaces what’s actually in the way — the gaps are rarely where the team thinks they are. From there, the right engagement is clear. A standalone deliverable, or the entry point into a Product or Brand Build.
Deliverables: brand and product diagnosis, competitive landscape assessment, positioning platform, go-to-market brief, gate review assessment where applicable.
Learn more →Development Engagement
The Product Build
Two tracks. One standard of making.
New Product Development
For brands building something that doesn’t exist yet. The work begins before a single ingredient is sourced — because decisions made at bench scale determine what’s possible at volume. Every format choice, ingredient decision, and process parameter is justified before it’s committed to — not after a failed co-manufacturer trial. The deliverable is a complete technical package, built to survive contact with a manufacturer.
Deliverables: formulation development and documentation, ingredient specifications, process parameters, Gold Standard batch record, scale-up management from bench to co-manufacturer, SOP library, production-ready technical package.
Optimization
For established brands with a product that isn’t performing — on cost, on consistency, or on both. Legacy formulations accumulate decisions that made sense once and are expensive now. This track audits what exists and rebuilds the specification to hold at volume, without sacrificing the sensory profile the brand was built on.
Deliverables: full formulation audit, root-cause analysis of production bottlenecks or instability, COGS reconstruction, revised specification and SOP documentation.
Both tracks deliver to build spec. Neither extends into full commercialization.
Learn more →Full Engagement
The Brand Build
From product spec to market-ready.
The technical foundation of the Product Build — formulation, specification, production architecture — plus the full commercial layer. Competitive positioning built from what the product actually delivers, not just what the market wants to hear. Channel architecture stress-tested against format, margin, and production capacity. Pricing built from COGS up, not from the competitive set down. Risk assessment that finds the breaks before the market does.
Deliverables: brand strategy and positioning, competitive positioning, channel architecture, go-to-market roadmap, pricing architecture, operational requirements, risk assessment. Designed, documented, and built to be handed to the team that executes it.
Learn more →02 — Approach
Most brands fix problems after launch. This sequence is designed to surface them earlier.
The goal is always to leave a business more capable than we found it. Not dependent on us.
Atsuko Boyd · Principal, GreenfieldTable
Intake
MonozukuriWe map what’s actually there — commercial reality, production constraints, margin requirements. The standard is set before a single decision is committed to.
Architecture
Commercial architecture before execution plan. Innovation strategy without a commercial foundation is aspiration with a deadline.
Build
Production-ready deliverables — formulation, specifications, SOPs, cost models. Not documents that live in a folder.
Pressure Test
KaizenEvery build is stress-tested against manufacturing reality and market economics before it ships. Structured improvements at every stage — not emergency pivots after a market miss.
Transfer
OmotenashiWe document, train, and hand off a complete technical and commercial package. The goal is always to leave the business more capable than we found it — not dependent on us.
03 — Who We Work With
We work with teams that know where they want to go and need the commercial clarity to get there.
By stage
Client Type
Emerging Brand
Where they are
Traction. No clear path to market.
A product, a proof of concept, a brand with early momentum. A gap between where it is and where it needs to be. The next move isn't obvious and the wrong one is expensive.
Emerging Brand Resolution
Bring commercial clarity to the opportunity. Build the architecture, the margin model, and the path to market so the next move is deliberate, not reactive.
Client Type
Established Brand
Where they are
Market presence. Ready for what’s next.
A brand with equity, a team, and a proven product. The foundation is there. What’s missing is the commercial architecture for the next move — a new category, a new channel, a line extension, or a standard of making that the current process can’t deliver.
Established Brand Resolution
Define the next commercial chapter. Build the structure, standards, and product logic that allow the brand to expand without losing what makes it work.
By channel
Channel
Specialty & CPG
Where they are
Product exists. Shelf strategy doesn't.
A product with a following, a channel opportunity, and no commercial architecture behind it. Whether the path leads to specialty retail or mainstream grocery, the formula works. The margin model, the buyer narrative, and the channel strategy haven't been built.
Specialty & CPG Resolution
Translate the product into a viable shelf presence. Build the margin model, the buyer story, and the channel strategy that make the product commercially inevitable.
Channel
Hospitality
Where they are
Concept ready. Product strategy unmapped.
A dining identity that needs to sharpen. A menu program due for a real overhaul. A proprietary product line that needs to live outside the property walls. The culinary thinking is there — the commercial and strategic logic behind it is not.
Hospitality Resolution
Turn the concept into a system. Build the product logic, the menu architecture, and the commercial strategy that allow the hospitality vision to scale beyond the four walls.
04 — About
The rare mix of culinary instinct and global operational discipline.
I have spent my life in food, but my career has never been linear. I did not study the industry from the outside. I built it from the inside, eating my way through 33 countries and trying to understand why some products endure while others disappear.
I grew up between American kitchens and Japanese food culture, where every ingredient has intent and every meal has a point of view. That early fluency shaped how I see product: clarity, restraint, and respect for the craft.
My career began in technology, running operations across 14 countries from Singapore. Systems thinking became the backbone of how I work. When I shifted into food, that discipline came with me and it changed everything. I never stopped loving dishes: cooking them, eating them, studying them. But I started thinking beyond them: the architecture, the margin, and the operational reality that determines whether a product survives contact with the market.
Since then, I have worked across food tech, hospitality, CPG, specialty retail, foodservice, and emerging brands. I earned an MBA, filed a patent in flavor science, completed a professional Culinary Arts certification, built a food library across five continents, and cooked as Selected Chef at the American Pavilion at Cannes. Every step has been in service of one question: Is the product actually good, and can it hold up in the real world?
GreenfieldTable is where that question becomes practice. I work directly with founders and leadership teams to bring clarity to the messy middle, refining concepts, building disciplined product frameworks, and designing operational systems that scale without losing their point of view. My work sits at the intersection of product, operations, and commercial strategy, translating ambition into something executable.
In the end, businesses compete on the quality of their decisions. My work strengthens those decisions so products can perform, scale, and return value.
Based in Philadelphia.
If you’re building something in food and you’re ready for a real conversation, connect.
Connect With Us