Putting people first: Austin Kelly’s leadership mindset

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Putting people first: Austin Kelly’s leadership mindset

5 May 2025

Mari Rydings

Mari Rydings is a versatile content creator, editor and marketer with experience developing dynamic, results-driven materials for B2B and B2C audiences. As the editorial director for Avant Food Media, she leads the day-to-day editorial operations for the company’s print and digital magazines, newsletters and social media platforms. Outside of work, she loves reading, hiking, putting together jigsaw puzzles and spending time with her husband and their twin daughters.

PORTLAND, OR — Having important conversations combined with an organization-wide culture of questioning the status quo — always asking, “What if?” — has helped Portland, OR-based Willamette Valley Pie Co. more than double in the past four years, with distribution expanding from local markets to national retailers such as Whole Foods Market, Safeway and Albertsons.

“Most of our revenue comes from new items that we launched in the last couple years,” said Austin Kelly, CEO of Willamette Valley Pie Co. “We’re constantly reinventing and reinvigorating and always looking for the next thing and how to do it quickly. That’s the competitive advantage of small companies; we can move fast.”

The grassroots consumer research revealed more than just people’s pie preferences; it also helped Kelly lead Willamette Valley Pie toward solidifying its go-to-market strategy, which closely aligns with his philosophy of going beyond the status quo.

“The things other pie companies wouldn’t do are what we lean into,” he explained. “When others say no, we say yes, and we figure out how to do it. That’s been our strategy as we’ve worked with partners, both on the private label side and with our brand, to create unique offerings and do things that are really creative, fun and out of the box. That’s how we approach innovation.”

Even the most innovative leaders can fall prey to the “This is how we’ve always done it” mindset, especially when growing a business. Kelly’s drive to be different forms the foundation of his leadership philosophy. It also keeps his skills sharp and his perspective fresh.

“I’ve realized I want to create products people love, and I want to have a lot of fun doing it,” he said. “When people look back, they don’t remember the projects they worked on or their KPIs or the financial results from 10 years ago, but they can probably tell you the people they worked with and how they felt. I like to focus on people and creating joyful memories. I want to look back and say, ‘I had a lot of fun doing that. We achieved everything we possibly could.’”

Of course, measuring the company’s success, setting KPIs and keeping close watch on the financial results are inextricably linked to the CEO seat, and Kelly is keenly aware of the weight that comes with his leadership responsibilities. And he accepts it wholeheartedly.

“When people look back, they don’t remember the projects they worked on or their KPIs or the financial results from 10 years ago, but they can probably tell you the people they worked with and how they felt.” — Austin Kelly | CEO | Willamette Valley Pie Co.

“I have the opportunity to impact so many lives, and the decisions I make every single day have a ripple effect to everybody that’s trusted inside my care,” Kelly shared. “Leadership carries an incredible burden, but it’s also an incredible blessing.”

On days when things may not be going exactly according to plan, Kelly leans into grounded optimism. He strives to balance optimism with realism and stay focused on the opportunities
that lie ahead.

“My responsibility as a leader is to paint a realistic picture but also keep everyone focused on the better day that is ahead of us,” he said. “I remind myself of that every morning, and I’ve created a culture internally where, if I don’t tell people that it’s the best day yet, they will question it. We’ve ingrained that optimism into our everyday communication.”

That intentional optimism is fueled by Kelly’s personal commitment to learn something new every day and connect with others in a way that adds value and helps them grow as well.

“Whether I’m listening to a book or podcast in the car or structuring a one-on-one or networking lunch or coffee, I always try get a little better each day,” he explained. “I’ve almost become addicted to that process. I enjoy connecting with people so I can ask questions and learn, and it adds to my tool belt of information I can share with others.”

As he works to grow Willamette Valley Pie into a recognizable brand nationwide, Kelly is also committed to the future of the commercial baking industry. For him, that means funneling his desire to make an impact into finding future leaders.

In other words, igniting the spark in others that he’s carried throughout his career.

“There aren’t a lot of young leaders coming up in this industry,” he noted. “I see a responsibility to train leaders that can help carry the baking industry forward, and that’s where my focus has been. Whether they’re working here at Willamette Valley Pie or other companies, how can I help grow the next generation of baking leaders? It’s a big challenge, but it’s a fun challenge.”

At the end of the day, for Kelly, leadership is all about the people.

“I absolutely love interacting with folks and helping them achieve their potential,” he said. “That’s what I’m 100 percent passionate about doing. It’s what gets me up in the morning, and it’s what keeps me involved in this. It just so happens I get to make great food products while I’m doing it, and that’s a blessing.”

This story has been adapted from the February | Q1 2025 issue of Commercial Baking. Read the full story in the digital edition here.

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