I recently went one-on-one with Eric Skae, CEO of Carbone Fine Food.
Adam: Thanks again for taking the time to share your advice. First things first, though, I am sure readers would love to learn more about you. How did you get here?
Eric: I grew up in Haverstraw, New York, as the oldest of seven kids in a very tight-knit family. My dad was a police officer, and my mom emigrated from Ireland in 1957 when she was just 16 years old. The family credo in our house was simple and unwavering: God, family, work. That foundation shaped who I am and how I lead to this day.
I started working young – I was caddying by age 11 – and learned early the value of effort, accountability, and showing up. Attending Bosco and playing football gave me perspective beyond my immediate world and instilled a competitive drive that’s stayed with me. I enrolled at Marist, but when my father’s health declined, I made the difficult decision to leave school so I could work and support my family. I became a union operating engineer, which grounded me in discipline and respect for hard work.
After marrying my wife Sheila, we moved first to the Bronx and then to Florida. I transitioned into real estate, learned the business from the ground up, and eventually built a successful water distribution company in Orlando – starting by selling water out of the back of a van. That business ultimately sold to a local Miller beer distributor, opening the door to broader roles in consumer brands.
From there, I was fortunate to be part of several high-growth environments: managing six states at AriZona during its rise from zero to $4.5 billion in sales; scaling Hansen’s Fresh Samantha from $5 million to $38 million in under three years; working at Naked Juice during its rapid growth prior to its acquisition by Pepsi; and launching brands like Iceland Spring Water and New Leaf Iced Tea.
Not everything was linear. New Leaf was something I loved deeply. We scaled fast, but the 2008 financial crisis hit at exactly the wrong time. In hindsight, we may have survived with narrower focus and less aggressive expansion. That experience reinforced a lesson that’s guided me ever since: focus matters, especially when conditions change.
I rebounded with Bricktown Consulting, where, within six years, I helped 54 brands grow, reposition, and scale. That led to CEO roles at Rao’s Specialty Foods, where I helped brand and grow the business through its acquisition – one of the largest ones within the category at the time –, and later Popcornopolis, where I served as CCO and COO through a successful sale.
Carbone Fine Food launched in March of 2021, and today it’s the fastest-growing national pasta sauce brand in the country. Every chapter along the way – the wins, the setbacks, the pivots – has prepared me for this moment.
Adam: What experiences, failures, setbacks, or challenges have been most instrumental to your growth?
Eric: Growing up in my family was the most formative experience of all. Having a “God, family, work” ethos instilled in me from day one gave me clarity about priorities and values, especially during hard moments.
One of my biggest challenges was leaving college due to my father’s health issues. At the time, it felt like a setback. In reality, it put me on a path where I learned resilience, responsibility, and how to bet on myself.
A major professional setback was New Leaf Iced Tea. We built something special, but the 2008 financial crisis exposed how vulnerable overextension can be. That experience taught me the importance of focus and restraint – lessons that have directly shaped how I scale businesses today.
Adam: In your experience, what are the key steps to growing and scaling your business?
Eric: First and foremost, product matters. You have to maintain a relentless focus on quality at every step, from ingredients to production to the final consumer experience. If possible, commit to the premium segment. Premium pricing provides margin, flexibility, and room to recover from inevitable mistakes. It also forces discipline. Finally, build a data story early. Even if it starts with just one store, data creates credibility, unlocks distribution, and gives partners confidence that growth is real and repeatable.
Adam: What are your best tips on the topics of marketing and branding?
Eric: Everything starts with WIIFM, which means: “What’s in it for me?” Every participant in the value chain has to win: retailers, distributors, suppliers, and the brand itself.
Discipline is critical. Build a plan, work your plan, and don’t get distracted by shiny objects that don’t move the needle.
Most importantly, define a clear brand mantra and make sure everyone in your organization knows it. At Carbone, that means putting seven varieties of red sauce, four white sauces, and pizza sauce on shelf (at eye level, next to its competitors, priced within a dollar) and backing it up with relentless customer service and cultural relevance.
Adam: What do you believe are the defining qualities of an effective leader?
Eric: Focus and presence. If the leader isn’t focused, the enterprise isn’t focused. Effective leaders build a plan, work that plan, and don’t deviate without good reason.
Presence matters just as much. You need to be in stores, on the ground, and close to the business – not managing from afar.
Adam: How can leaders and aspiring leaders take their leadership skills to the next level?
Eric: Find a great mentor… someone who’s done it before and can help you avoid pitfalls because they’ve lived them. Equally important is a commitment to self-improvement: training programs, seminars, books, podcasts, and ongoing learning. Leadership is a craft, not a destination.
Adam: What are your three best tips applicable to entrepreneurs, executives, and civic leaders?
Eric: Be honest with yourself. You should be able to clearly articulate how everyone in the system makes money and continues to be successful – including you.
Have a plan. Motivation is important, but discipline is more important, and discipline comes from planning.
Be patient. There’s nothing wrong with a 25-year overnight success. Believe in what you’re doing and trust the process it takes to get to where you want to be.
Adam: What is your best advice on building, leading, and managing teams?
Eric: Start with yourself. Be the example and the standard you want your team to follow. If you get yourself right, the team will follow naturally.
Adam: What is the single best piece of advice you have ever received?
Eric: “What’s in it for me?” – this applies across businesses, industries, and human relationships. It’s simple, repeatable, and always relevant.
Adam: Is there anything else you would like to share?
Eric: Before making the entrepreneurial leap, understand what you’re signing up for, both rationally and emotionally. Entrepreneurship isn’t a job; it’s a lifestyle. In many ways, it’s a 24/7 subculture, similar to what musicians, artists, and competitive athletes experience. It can be all-absorbing. Make sure you truly love it. If you don’t, don’t do it.
