Opportunity > Obstacles: A Candid State-of-the-Industry with SAF’s Kate Penn
Vonda and Lori finally got Kate Penn — CEO of the Society of American Florists — on the podcast solo. At SAF's convention they usually only manage a wave in passing (everyone's been given a job to do), and Lori sat in on Kate's state-of-the-industry breakfast taking notes and screenshots the whole time. Her verdict: positive, yet true and authentic — and worth sharing with florists who aren't SAF members. After some laughter about Laura Weaver single-handedly pushing the casket from Vonda and Tim Farrell's sympathy presentation up a ramp (video evidence exists), Kate gets into what's really happening in the industry.
Real challenges, realer opportunities
The feedback Kate heard most after her presentation was a variation on "I really needed to hear that." Not blind optimism — opportunity. Yes, the challenges are real: rising costs, staffing headaches, competition from every corner. But consumers are spending more on floral products than ever, new generations are entering the industry with energy and technology skills, and customers are literally craving meaningful, emotional experiences. The businesses that are thriving aren't waiting for change to hit them — they're leaning into it. Kate also shared a favorite concept from her research: "three-quarter-assing it." You don't want to do a half-ass job, but you also don't need paralysis-by-perfection on every marketing campaign. Sometimes it's okay to just go for it — or as the hosts put it, done is better than perfect. You will never do everything you learn at a convention; pick two things.
Experience-driven shopping meets value-driven purchasing
If Kate had to pick a theme for florists heading into 2026, it starts on the consumer side. Shoppers — especially Gen Z and millennials — want more than convenience; they want to feel something. That's why workshops, flower bars, and festivals are exploding. And when customers do buy, they want their dollars to reflect their values: sustainability, local sourcing, transparency and honesty. Five years ago, "value-driven purchasing" would have meant cost; today it means "does this purchase reflect who I am?" Lori's example: a shop in her city partners with a battered women's shelter, and every time she buys from them she feels like she's doing a good deed — loyalty no discount can buy. Flowers already come with built-in magic; the job is framing that magic in a way consumers recognize. The flip side is protecting profitability with efficiency, not shortcuts: florists are getting scrappy-smart — tracking every stem, tightening inventory, even teaming up with other shops to share delivery costs — while freshening websites, improving SEO, and exploring AEO (answer engine optimization, so your shop surfaces when someone asks Alexa where to buy roses). Don't cut corners where customers will feel it; invest where they'll rave — phone skills, live chat, and a website experience that's easy and just the right number of options.
Small holidays and top-of-mind awareness
SAF's consumer data covers Valentine's Day and Mother's Day, but the in-between occasions matter more than ever, anecdotally. International Women's Day keeps coming up — in parts of Europe it's bigger than Valentine's Day, as Vonda learned when a designer in the Netherlands couldn't take her call because of it — and it's perfectly placed in the March valley between Valentine's Day and Easter. The last consumer research SAF did with the American Floral Endowment (around 2015–2016) found the biggest reason people don't buy flowers is simply "I just didn't think to." Top-of-mind awareness is the whole game: promote the profession days, give people a reason to purchase, and use the ready-made artwork SAF and others already provide. It's there — you just have to use it.
Staffing: from filling roles to building a vibe
One florist told Kate that for every three people they hire, two leave within a couple of months. Her answer: it's not about creating jobs, it's about creating a culture people want to be part of. Owners are hiring for personality, cross-training, and practicing what Kate calls value-driven employment — people don't just want to buy from companies that align with their values, they want to work for them. Recognition matters too, even if Gen X bosses were raised on "tough it out." Kate saw the payoff at Next Gen Live, where a room full of young professionals tackled industry challenges with ideas she wishes SAF had thought of years ago. And she and Lori both remember the heartbreaking Next Gen moment two years earlier, when a young florist near tears asked what to do when her boss won't listen. That question directly inspired this year's session by Laura Walsh of Smithers-Oasis on how young people can bring ideas to leadership productively — and how to handle a no. The message to legacy owners is just as pointed: it's okay to say no, but at least be open. At least listen.
What SAF is building next
SAF's priorities are advocacy (fighting tariffs on the Hill, watching research funding, educating regulators), innovation, and connection — because entrepreneurship can be isolating. The most exciting sneak peek: a new AI tool in beta that Kate describes as a floral-industry coach on call 24/7. It pulls only from SAF's own content — years of interviews, stories, and Floral Management articles — and answers nitty-gritty member questions like "how do I communicate a price increase to my standing-order customer?", even asking follow-ups about your business size and goals. It's not replacing human expertise; it's an extra set of hands. Want in on the beta? Email info@safnow.org and ask to join the AI agent test. Kate's closing analogy, courtesy of too much F1 on Netflix: SAF wants to be the floral industry's pit crew. They're not driving your car — they're helping you finish the race. Be aware of the challenges, but focus on the opportunities and lean in.
Key takeaways
- Consumers are spending more on flowers than ever — the winners are leaning into change, not bracing against it.
- Sell experiences and stand for something: experience-driven shopping plus value-driven purchasing builds loyalty beyond the arrangement.
- Protect profit with efficiency, not shortcuts — track stems, tighten inventory, and invest in phone skills and website experience.
- "I just didn't think to" is the top reason people don't buy flowers; promote the small holidays and stay top of mind.
- Hire for personality, build culture, recognize your people — and if you're the boss, at least listen before you say no.
- Done beats perfect: give yourself permission to three-quarter-ass a project instead of never starting it.