The convenience store industry is witnessing a significant leadership realignment as Texas-based TXB—formerly known as Toot’n Totum Food Stores—welcomes a seasoned veteran into its C-suite. Nate Brazier, the former president and CEO of the Idaho-based Stinker Stores, has officially stepped into the role of president at TXB. This appointment marks a pivotal moment for the brand, which has been aggressively modernizing its retail footprint and food-service offerings under the guidance of CEO Kevin Smartt.
As TXB navigates a period of rapid expansion and operational transformation, Brazier’s arrival is viewed by industry analysts as a calculated move to balance the company’s ambitious growth trajectory with operational excellence. In an exclusive discussion with CStore Decisions, Brazier reflected on his transition, his leadership philosophy, and the roadmap for his first year in the Lone Star State.
The Strategic Transition: Why TXB?
For many executives at the helm of successful retail chains, the decision to move is rarely about title or geography; it is about alignment of values and the potential for impact. For Brazier, TXB was not just another opportunity—it was the destination of choice.
"I’ve followed TXB for a while now," Brazier explained. "I knew Kevin (Smartt) and some of the other leaders here, and I really appreciated the quality of the people and the brand. As I took time to decide where I wanted to be next, TXB was definitely at the top of my list."
Brazier noted that the company’s culture of innovation—particularly its focus on high-quality, fresh-food programs—made it an attractive environment for a leader accustomed to the fast-paced nature of the convenience sector. His decision was heavily influenced by the desire to build upon a "really strong foundation" while helping the company navigate the complexities of scaling its operations across Texas and beyond.
Defining the Dyad: Smartt and Brazier
A critical question for any organization hiring a new president alongside an incumbent CEO is how the power structure will function. In many retail enterprises, the division of labor between CEO and President is the difference between a cohesive strategy and internal friction.
Brazier described his working relationship with Smartt as one built on mutual respect and complementary skill sets. "It’s a transition time right now," he noted. "My immediate responsibility is the day-to-day operations. By taking that on, I can free up some time for Kevin to focus on the overall strategy and the long-term vision for TXB."
This structure allows Smartt, who has been instrumental in rebranding and elevating the TXB guest experience, to look at the horizon of the industry, while Brazier focuses on the "engine room" of the business. According to Brazier, the chemistry between the two is already proving to be a catalyst for efficiency, ensuring that the company’s vision is not just a high-level concept but a daily reality for store-level team members.
Leadership Philosophy: The "People First" Mandate
If there is a singular takeaway from Brazier’s tenure at Stinker Stores, it is the uncompromising belief that retail success is a human endeavor. He arrives at TXB with the conviction that regardless of the technology, the supply chain, or the real estate portfolio, the "No. 1 focus" must be the people.
"It all starts with the people," Brazier emphasized. "That means our team members in the support center, our team members out in the stores, and our guests every day."
This philosophy is not merely a corporate platitude for Brazier. It is a tactical approach to retention and service. By prioritizing the well-being and development of the staff, he argues that the company creates a ripple effect that ultimately touches the guest experience. In an industry currently plagued by labor shortages and high turnover, this "people-first" approach is intended to serve as both a cultural anchor and a competitive advantage.
The "Listen and Learn" Phase: A Methodical Approach
One might expect a newly minted president to arrive with a laundry list of mandates and immediate structural changes. However, Brazier is opting for a more measured, diagnostic approach. His first few months are defined by a commitment to "listening and learning."
"There isn’t a specific workforce initiative I want to implement right away," he said. "My priority is to understand what has made TXB what it is today. I’ve been spending time in the stores, talking to the team, and asking: ‘How do we get a little bit better each day?’"
This humility—the willingness to "shut my mouth and open my ears"—is a hallmark of effective leadership in transitional periods. By avoiding premature changes, Brazier is positioning himself to gain the trust of a workforce that has already seen significant evolution under Smartt’s leadership. He believes that true, sustainable improvement comes from the bottom up, identifying pain points from those who are in the stores every single day.
Measuring Success: The One-Year Horizon
When looking toward the one-year mark, Brazier’s metrics for success are qualitative as much as they are quantitative. While he acknowledges the importance of transaction growth and bottom-line performance, his primary goal is to ensure the company has improved its capacity to serve.
"A year from now, success will be defined by asking: ‘Did we get better?’" Brazier said. He outlined three specific pillars for this assessment:
- Human Capital Development: Have we improved at developing our people? Are they better equipped, more supported, and more engaged than they were a year ago?
- Operational Excellence in Food: As TXB continues to push the boundaries of its food program, the focus will be on execution. Can the staff produce high-quality, fresh meals efficiently and consistently?
- Value Delivery: Beyond just increasing the number of transactions, are we providing more value to our guests?
"It goes back to our people," Brazier reiterated. "If we grow our people, that growth will inevitably show up in our overall performance."
Implications for the Industry
The hiring of Nate Brazier signals that TXB is ready to enter its next phase of growth. The convenience store landscape is becoming increasingly sophisticated, with "c-stores" evolving into "gourmet-on-the-go" destinations. TXB has positioned itself at the forefront of this trend, and by bringing in a leader with deep operational experience, the company is ensuring that its execution matches its ambition.
Furthermore, this leadership transition serves as a blueprint for other regional chains. In an era where many family-owned or smaller chains are struggling with succession planning or the pressure to modernize, the partnership between an visionary CEO like Smartt and an operational expert like Brazier offers a compelling model for sustainable growth.
Looking Forward: A Humble Start
As the dust settles on the initial transition, the mood at the TXB support center is one of optimism. Brazier, clearly energized by his first few weeks on the job, expressed a deep sense of humility regarding his new role.
"Two weeks in, I’m just humbled and grateful to be with this team," he said. "We have an awesome team that has a genuine desire to do great things. That is what it takes."
For the staff, the investors, and the customers of TXB, the arrival of Nate Brazier represents a continuity of the values that have defined the brand thus far, while providing a fresh pair of eyes to refine the day-to-day operations. As the company moves forward, the industry will be watching closely to see how this "people-first" leadership strategy translates into the next chapter of Texas-style retail success.
With a focus on incremental improvement, a commitment to the frontline workforce, and a clear division of executive focus, TXB is well-positioned to remain a formidable player in the competitive convenience sector. For Nate Brazier, the goal is simple: listen, learn, and then lead the team to be just a little bit better every day.
