Chef José Andrés discusses the important details of his role in the company as well as a vision of how he feels the company currently works and can evolve in the future.
What is the best organizational structure for ThinkFoodGroup in the wake of growth?
Anne Tucker, Tasting Room Manager, discusses the strategies of dealing with workplace conflict at Fabbioli Cellars.
How can we better address the employees that are picking on the new (younger) recruits and make sure they understand and respect the new rules, expectations, and duties?
Doug Fabbioli, owner of Fabbioli Cellars, discusses collaboration between businesses in the community.
How can we teach the mindset of collaboration in order to build a strong community in which all of our businesses succeed, both individually and as a group?
Framebridge’s innovative model is built on the ability to 1) deliver a quality product while 2) vastly reducing production costs of the traditional framing market. Packaging is central to both objectives. Kristin Muhlner, President and COO, is confident in the durability of Framebridge’s packaging but recognizes room for improvement on the cost side.
She asks, what alternatives could Framebridge employ in materials or technology to reduce costs?
Today, Framebridge is headquartered in Washington, D.C.; it has grown to operate a manufacturing facility in Kentucky and boasts a team of entirely virtual employees for customer support. For Betsy Hayes, director of human resources, keeping employees across teams and locations engaged is a major concern as Framebridge continues to grow.
What tactics can Hayes use to keep virtual employees connected to the work of the teams at their headquarters and factory?
As a restaurant company, CAVA’s ability to grow effectively and efficiently is dependent on their team members’ ability to make the best decisions every day on the job. Team members are key to CAVA’s continued success, and as such, they require continuous training—from initial employee onboarding to rollouts of new initiatives and improvements to existing operations.
Maintaining and improving training operations is one of Lori Goldstrohm’s jobs as VP of Operations Services. How should Goldstrohm approach improving training operations to ensure that CAVA has well-equipped, quality employees at every level?