The French Toast Stick & the CEO: A Concerned Parent's Journey to National Food Advocacy
March 31, 2026 | By Mara Fleishman Ashley See
In honor of Women’s History Month, we interviewed our CEO, Mara Fleishman. Learn how a highly processed French toast stick on her daughter’s lunch tray became the “aha moment” that the school food system is failing children. See how she bridged her innovative business background to lead the Chef Ann Foundation, turning a personal mission into a national movement for systems change.
What drew you to food systems advocacy in your early 20s? I’ve read that about your autoimmune diagnosis. How did your personal health journey shape your understanding of food as a catalyst for change?
Mara Fleishman: My relationship with food started early, living between two extremes after my parents divorced when I was seven. My mom was a health nut who cooked plain, low-fat meals with lots of vegetables. My younger sister and I always joke about the unseasoned chicken and Brussels sprouts; that was a mainstay. I love you, Mom! You did so well for us, and it was definitely before its time from a health perspective. When we visited my dad every other weekend, he amped up the fun as a typical divorce dad and let us have whatever we wanted: sugar, Lucky Charms, Cookie Jarvis, and Entenmann’s. I learned early on that my body understood when it felt better; I’d go to my dad’s like it was party time, and then get my body back to normal when I got to my mom’s.
As a single mom on a really tight budget, my mom cooked all our meals. And part of going to see my dad was going out to eat. So, in addition to the Entenmann’s and stuff, he also exposed me to higher-end cuisine, like French and Vietnamese food, which made me start to really like well-made food.
The big shift came when I was 22 and woke up unable to see out of my left eye. I was diagnosed with uveitis, a rare autoimmune disease. The Western medical approach relied on steroids — cortisone shots and prednisone drops — to decrease inflammation, but the medication wasn’t fixing the underlying issue. I began seeing a naturopath who discussed how diet is connected to autoimmune diseases. I decreased sugar, fat, and alcohol, and increased complex carbs, whole grains, and clean protein. When I saw a change in the level of my autoimmune disease, I became interested in functional medicine and the difference between actually changing the reaction in your body versus covering it up with medication.
As a single mom on a really tight budget, my mom cooked all our meals. And part of going to see my dad was going out to eat. So, in addition to the Entenmann’s and stuff, he also exposed me to higher-end cuisine, like French and Vietnamese food, which made me start to really like well-made food.
The big shift came when I was 22 and woke up unable to see out of my left eye. I was diagnosed with uveitis, a rare autoimmune disease. The Western medical approach relied on steroids — cortisone shots and prednisone drops — to decrease inflammation, but the medication wasn’t fixing the underlying issue. I began seeing a naturopath who discussed how diet is connected to autoimmune diseases. I decreased sugar, fat, and alcohol, and increased complex carbs, whole grains, and clean protein. When I saw a change in the level of my autoimmune disease, I became interested in functional medicine and the difference between actually changing the reaction in your body versus covering it up with medication.
Let’s fast forward to the moment that you’ve talked about so much: sitting down for lunch with Lucy, your oldest, and being shocked by what was on the tray. How did that moment feel different as a mom versus someone working in food with a concern for healthy eating?
Mara: Moving to Boulder from Boston was the backdrop. I expected a progressive community, but I found that education funding was poor compared to Massachusetts. Lucy’s kindergarten class had 30 kids to one teacher, compared to 17:1 in Boston. Since Lucy was a shy kid and not a self-advocate, I was already worried about how she would thrive in such a crowded class.
Then I went to school lunch in 2006. This was before the Healthy Hunger-Free Kids Act, so the current dietary regulations weren’t in place; there were no requirements for whole grains, saturated fats, meat or meat alternatives, or fruits and vegetables. As they served one of Lucy’s favorite lunches: a highly processed French toast stick, pears, and syrup (with no maple syrup), I had a massive dumping of an “aha moment.”
I looked around her class, noticing there were far more boys than girls. If you’ve gone through having kids — I have one boy and two girls — or know about the dynamics, boys tend to have more physical energy. I thought: “30 kids, one teacher, a lunch filled with sugar, all trying to learn how to read. The ‘math equation’ is not working.”
It started myopically with, “How is my daughter going to survive this?” and then expanded out to, “What are we doing as a nation? We are handicapping our five- and six-year-olds and working against the teachers by sending kids back to class all jacked up on sugar and learning how to read, and wanting them to achieve high test scores. We were lacking some strategy.”
Then I went to school lunch in 2006. This was before the Healthy Hunger-Free Kids Act, so the current dietary regulations weren’t in place; there were no requirements for whole grains, saturated fats, meat or meat alternatives, or fruits and vegetables. As they served one of Lucy’s favorite lunches: a highly processed French toast stick, pears, and syrup (with no maple syrup), I had a massive dumping of an “aha moment.”
I looked around her class, noticing there were far more boys than girls. If you’ve gone through having kids — I have one boy and two girls — or know about the dynamics, boys tend to have more physical energy. I thought: “30 kids, one teacher, a lunch filled with sugar, all trying to learn how to read. The ‘math equation’ is not working.”
It started myopically with, “How is my daughter going to survive this?” and then expanded out to, “What are we doing as a nation? We are handicapping our five- and six-year-olds and working against the teachers by sending kids back to class all jacked up on sugar and learning how to read, and wanting them to achieve high test scores. We were lacking some strategy.”
What are we doing as a nation? We are handicapping our five- and six-year-olds and working against the teachers by sending kids back to class all jacked up on sugar and learning how to read, and wanting them to achieve high test scores.
How did you and Ann join forces? How did you meet the “renegade lunch lady” herself?
Mara: When the school lunch moment happened, I was the global director of partnerships and philanthropy at Whole Foods Market. Over the next two years, I joined a local parent group trying to change school food and add gardens. We had a vision for how to enhance the kids’ exposure to better food and food education.
Simultaneously, Ann Cooper reached out to Whole Foods for funding. A colleague told me Ann reached out to them and “wants to change school food in the country, but she scares me a little bit,” so I met her. I was very drawn to her, not just her vision and explanation of what is going on with school food in our country, but also her optimism that systems change was possible. Ann was focused on salad bars for fresh access to fruits and vegetables. She also had this vision of this thing called “The Lunch Box,” an online toolkit to help schools move to serving scratch-made meals.
I convinced the 12 Whole Foods regions to pool resources from community-giving days (5% Days) to fund The Lunch Box, which was one of the organization’s biggest contributions to a startup nonprofit. I joined the board to ensure the funds were used correctly.
Meanwhile, I was working with this group in my community’s district to change our school’s food. At Boulder Valley School District, the food service director at the time repeatedly told the administration that scratch cooking was impossible. No one else in administration had run a food program, unlike everything else done in districts. Usually, superintendents have been principals and know how to operate schools. So if they hear it’s impossible, they believe it. Our parent group knew Ann was running a scratch-cook program at Berkeley Unified, so we raised money to fly her to Boulder to meet with the superintendent to discuss the feasibility.
Ann explained that the first step was an assessment — a core piece of what the Chef Ann Foundation does now — to review equipment, procurement, facilities, recipes, menus, and labor targets. The superintendent was convinced. When the existing food service director struggled to implement the changes, he offered Ann the job.
Meanwhile, I was working with this group in my community’s district to change our school’s food. At Boulder Valley School District, the food service director at the time repeatedly told the administration that scratch cooking was impossible. No one else in administration had run a food program, unlike everything else done in districts. Usually, superintendents have been principals and know how to operate schools. So if they hear it’s impossible, they believe it. Our parent group knew Ann was running a scratch-cook program at Berkeley Unified, so we raised money to fly her to Boulder to meet with the superintendent to discuss the feasibility.
Ann explained that the first step was an assessment — a core piece of what the Chef Ann Foundation does now — to review equipment, procurement, facilities, recipes, menus, and labor targets. The superintendent was convinced. When the existing food service director struggled to implement the changes, he offered Ann the job.
Year after year, Ann asked me to leave Whole Foods to join her organization. After I had my third child, Jake, in 2010, I reflected on the incredible strides we had made at Whole Foods (e.g., organic standards, animal welfare). But I kept thinking about the 30 million kids eating poor food daily and the fact that a solution existed.
In 2013, I finally said I’d come over. At that time, it was just one and a half people and me.
School food is always changing. Given how much the Chef Ann Foundation has scaled to where it is now, how do you preserve, implement, and adapt Ann’s original vision? How do you stay true to that vision while also keeping us relevant and meeting the needs?
Mara: Ann’s philosophy of possibility, which attracted me from the start, is the center of how I lead. What was scary to someone else — Ann’s intensity, definitiveness, and drive — was so attractive to me. I see so much bandaging going on across our country. We’re all walking around every day because of food. We’re not here without it! So if we’re going to try to fix a system, the food system should be at the top of the list. And Ann’s systems thinking compelled me, and I still approach our work through that lens. We use a very operational, protocol-driven, structured approach to address barriers that keep processed meals in cafeterias. Things like workforce, reimbursement rates, equipment, recipes, culinary training, and labor modeling — it’s not simple.
I also think a lot about what will be the most impactful. Probably to the team’s dismay at times, there’s nothing we can’t try and do. Sometimes we take on too much, and sometimes we move at the speed of innovation and entrepreneurialism rather than a more traditional nonprofit pace, which takes a little getting used to.
Where does that come from?
Mara: I’m naturally an entrepreneur, and I also worked at Whole Foods for 13 years. The majority of those years saw 20% year-over-year growth, while other supermarkets were growing 2-3%. I lived in an ethos where innovation was key, and sometimes you had to completely rethink the system you were operating in, break it down, and rebuild it.
Naturally, this attracted like-minded people, those drawn to that innovative spirit. Folks who would say “let’s open a hundred stores in a year! We can do it!” And it didn’t matter if we’re on the road for long stretches of time. Publicly traded companies that outperform their competitors by double digits year over year are very different from nonprofits.
Let’s shift this discussion to Women’s History Month. School nutrition staff are mostly women and are often among the lowest-paid employees in a school district. How do you view the connection between gender equity and food equity in your work and for the organization?
Mara: My parents divorced in the 1970s, and my mom had to rely on child support and alimony. Early on, I realized I did not want to be financially dependent on others.
This grew at Whole Foods. The grocery industry is typically dominated by men. When I was the marketing director for the North Atlantic region, I was one of only two women on the leadership team. Marketing, which was traditionally seen as a female role, was generally not viewed as important as the other areas that drove the grocery industry.
I was determined to prove the value of marketing by showing how it contributed to the final results. When you manage a team whose work feels slightly marginalized, you make sure it’s recognized for its broader impact and financially supported. I made sure my team knew their business numbers and understood grocery margins and departments. I wanted them to understand the business so they could speak with authority to the rest of the company, eliminating the idea that marketing was just “added fluff.”
That experience shaped my perspective on how people contribute and how some roles, often seen as female, are also considered less impactful. I see a direct link to school food workers, who are mostly women. Their job is often not seen as important as that of a math or social studies teacher. This lack of recognition is also reflected in their low pay.
I was determined to prove the value of marketing by showing how it contributed to the final results. When you manage a team whose work feels slightly marginalized, you make sure it’s recognized for its broader impact and financially supported. I made sure my team knew their business numbers and understood grocery margins and departments. I wanted them to understand the business so they could speak with authority to the rest of the company, eliminating the idea that marketing was just “added fluff.”
That experience shaped my perspective on how people contribute and how some roles, often seen as female, are also considered less impactful. I see a direct link to school food workers, who are mostly women. Their job is often not seen as important as that of a math or social studies teacher. This lack of recognition is also reflected in their low pay.
What’s your advice to the next generation of women in food systems, and how to create meaningful change?
Mara: Gender inequity still exists, and it creates an opportunity to exceed expectations. Often, the expectations placed on us are far lower than what we can achieve. Don’t put limits on yourselves.
And it goes back to my first meeting with Ann. What I respect most about her, and why I’ve partnered with her for 13 years, is that she shattered those inequity limits for women. Not just in what she did, but in how she thought. She did not think through the lens of inequity. And that’s what I would encourage all women to do. When we believe nothing is impossible, it’s we, women, who will take on massive systems to create long-term solutions, not just band-aids.
When we believe nothing is impossible, it’s we, women, who will take on massive systems to create long-term solutions, not just band-aids.
Where have you faced the most resistance in transforming school food, and how did you push through it?
Mara: Early on, the most significant resistance came from key USDA people. They would take meetings but weren’t engaged and often dismissed scratch cooking, saying only, “A few schools can do that.” The biggest moment of overcoming that barrier is working with the USDA over the last two administrations, which has made reducing ultraprocessed foods in schools part of its core messaging. It feels like a bizarro world after constantly trying to connect with them that we’re now a sought-after partner, have multiple USDA grant programs, and align in reducing ultraprocessed food.
This is a result of patience and the evolution of the category. I had a similar experience at Whole Foods, where we were painted as “Whole Paycheck.” People said there were so few people who could buy organic food. And today, Walmart is the biggest seller of organic food in the country. Yet, it was the work we did at Whole Foods that created the opportunity for more people to access organic food. The work of the Chef Ann Foundation and other districts has proven that serving freshly prepared meals is possible within the reimbursable rate. We have moved past the perception of “just a couple of schools” to now working in all 50 states with over 19,000 schools, which makes the possibility undeniable.
This focus is finally reaching the institutional food level, recognizing the same thing I saw that day with my kid: a crucial opportunity to change the 30 million meals served to children every day.
Is there anything I didn’t ask you that you wish I had asked?
Mara: An untold part of my story that connects Ann and me is that I had significant dyslexia growing up and was in special, pull-out classes all the way through middle school. Ann also had dyslexia. And it’s just harder. You have to read what you wrote five times, not twice. We had to focus harder and train harder to achieve what we wanted to achieve. It requires a lot of attention, energy, and determination.
I think it gave us both the understanding that we could do a lot. That uphill climb led both of us to what I call “a warrior space,” where we feel like, “Let’s do it. We can do it!”
Is there anything I didn’t ask you that you wish I had asked?
Mara: An untold part of my story that connects Ann and me is that I had significant dyslexia growing up and was in special, pull-out classes all the way through middle school. Ann also had dyslexia. And it’s just harder. You have to read what you wrote five times, not twice. We had to focus harder and train harder to achieve what we wanted to achieve. It requires a lot of attention, energy, and determination.
I think it gave us both the understanding that we could do a lot. That uphill climb led both of us to what I call “a warrior space,” where we feel like, “Let’s do it. We can do it!”
Mara was recognized as a global changemaker in her selection as one of the 10 winners of the 2026 Elevate Prize!
Together, the 2026 winners are meeting urgent needs while building long-term solutions that drive economic opportunity, healthier communities, youth empowerment, and more accessible and transparent justice systems.
We hope this spotlight carries the importance of getting schools cooking into school board meetings and statehouses across the country.