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Madelyn Alfano is CEO and owner of Maria’s Italian Kitchen and a lifelong hospitality leader. Raised in her family’s grocery and restaurant business, she brings decades of hands-on experience, people-first leadership and a deep belief in food, culture and community. Founded in Los Angeles in 1972, Maria’s Italian Kitchen is a family-rooted, Southern Italian restaurant brand known for classic comfort food, consistent quality and warm hospitality. With eight locations, the brand has become a multigenerational neighborhood staple across Southern California. Alfano grew Maria’s from a small takeout operation into a multi-unit brand while navigating major challenges, including the Northridge earthquake and rapid industry change. She serves on California and national restaurant boards and is a strong advocate for thoughtful leadership, employee respect and community-centered hospitality. Early lessons from her parents taught her that customers will tell you exactly what they want if you listen closely. True hospitality means treating everyone with the same respect, regardless of status or background. Clear, consistent communication is critical, especially as a business grows. Leadership requires calm focus during crises, even when things are chaotic behind the scenes. Hiring in hospitality should prioritize personality and attitude over technical skills. Strong culture is built by leading by example and meeting people where they are. Long-term employee retention comes from respect, flexibility and genuine care. What keeps guests coming back isn’t just food, it’s how they feel when they walk through the door.   QUOTES “People will tell you what they want to buy. If you really listen, they’ll show you exactly what belongs in your business.” (Madelyn) “You treat everyone the same, from the Getty’s to the gardeners. My parents taught me that respect is non-negotiable.” (Madelyn) “Whoever walks through your front door, you need to embrace them and make them feel really good about who they are and where they are.” (Madelyn) “I was the original Instacart girl. We were delivering groceries long before anyone thought to call it that.” (Madelyn) “I had to pretend that someone was coming from Mars and had never worked in a restaurant before. That’s how clear your communication has to be.” (Madelyn) “Regardless of the circumstances, if you stay focused and lead with intention, you can get through almost anything.” (Madelyn) “It’s like a duck in water. Underneath, you’re paddling like crazy, but on top you have to look calm and steady.” (Madelyn) “Don’t confuse my kindness for weakness or my casualness for not being serious. I’m very intense about our business.” (Madelyn) “I’m very interested in people. It’s better to be interested than interesting.” (Madelyn) “Our first customers are the people we work with. If you don’t respect your team, nothing else works.” (Madelyn)

Chuck Meehan is Chief Creative Officer of Pavone Group and a veteran creative leader with decades of experience shaping iconic, culture-driving campaigns. A four-time Super Bowl creative, Chuck has worked with global brands and top-tier talent to create work that breaks through noise and pressure. Chuck has led creative teams at major agencies and worked on campaigns for brands including General Motors, Hellmann’s, McDonald’s, Del Taco and Universal Orlando Resort. His Super Bowl work includes back-to-back GM spots featuring Will Ferrell and Mike Myers as Dr. Evil, as well as large-scale brand activations that extended far beyond the broadcast. Big ideas come from interpreting the brief in an unexpected way and connecting dots others don’t see. If an idea can’t be explained clearly in one sentence, it’s not fully formed. Super Bowl advertising is a six-month marathon that requires protecting the idea through intense internal and external pressure. The most successful Super Bowl spots extend beyond the ad itself into brand activations and social storytelling. Celebrity-driven campaigns only work when the talent serves the product and idea, not the other way around. AI should be used to amplify creative thinking, not replace the struggle and reps required to develop great ideas. In-person collaboration plays a critical role in mentoring young creatives and building strong creative culture. Great creative leadership is about creating an environment where people feel safe to take big swings and learn from misses.     QUOTES “The Super Bowl is the coolest thing and it’s the most terrifying thing. And what’s hard about it is, a lot of them start in August. So if you make it to February, that’s six months of your life.” (Chuck) “If you can survive that gauntlet and somehow get to the Super Bowl with a great spot, it’s a Herculean feat for sure. It’s an amazing thing and it’s a bit of a horrible thing at the same time.” (Chuck) “That (GM Dr. Evil) brand activation actually became a bigger story than even the spot in a sense. So yeah, that was a thing where we just didn’t stop at the spot.” (Chuck) “By the Monday after the Super Bowl, the whole world’s moved on. Brands looked at that and thought that if I’m spending that much money, why don’t I release the spot a week ahead of time and get more out of it.” (Chuck) “When it comes to a Super Bowl commercial, you’ve got to put three-act story in 60 seconds. That’s the discipline. When I’ve worked with people outside advertising, they don’t quite get it. It’s a very specific art.” (Chuck) “It’s good because over the years, as a creative director, ECD, GCD, CCO, I’m constantly critiquing work. I’m constantly critiquing ideas. And most of them don’t get past me, which is kind of the drill. The ones that do interpreted the brief in a way I didn’t expect.” (Chuck) “I always tell creatives, show me a different way of looking at something. And even when I’ve judged shows, it’s always the stuff that I’m like, how did they get there? Ninety-nine percent of things I can see where they’re going.” (Chuck) “If you can tell me it in one sentence, you have an idea. And if you can’t explain it, you don’t know it.” (Chuck)

]EPISODE 105: Joey Jurgielewicz – Director of Client Service at Tasty Duck and leader in sustainable duck farming EPISODE 106: Tom Moffitt – Founder and CEO of Culture Fresh Foods and pioneer in plant-based dairy innovation EPISODE 107: Edward Medina – President of Ramona’s Food Group and transformative leader in authentic Mexican cuisine EPISODE 108: Sameer Malhotra – CEO of Café Spice and champion of authentic Indian cuisine EPISODE 109: Elliot Nelson – Founder and CEO of McNellie’s Group and visionary in community-driven hospitality EPISODE 110: Curtis Chin – Writer, filmmaker and storyteller of culture and community

Curtis Chin is a writer, filmmaker, activist, and author of the acclaimed memoir Everything I Learned, I Learned in a Chinese Restaurant. His work reflects on growing up gay and Chinese American in 1980s Detroit while working in his family’s landmark restaurant. Chung’s Cantonese Cuisine, founded by Curtis’s great-grandfather, was a legendary Detroit institution for 65 years. Known for its handmade egg rolls and welcoming atmosphere, the restaurant became a cultural hub and safe haven for people from every walk of life. Curtis has taken his family’s story global through more than 300 talks across seven countries. His memoir has received widespread recognition from outlets including The New York Times, The Washington Post, and CBS. He continues to tell stories through writing and film, while exploring ways to reconnect with his restaurant roots. Growing up in the dining room taught him about people, service, and the value of making someone’s day better. His father taught him to “talk to strangers,” a lesson in curiosity, openness, and seizing opportunities. Chung’s exposed him to every side of Detroit — from white-collar professionals and politicians to pimps, drag queens, and movie stars. He values service as much as food, lamenting the loss of human interaction in today’s QR code and robot-driven dining experiences. The restaurant sold more than 10 million handmade egg rolls and became a Detroit institution remembered decades after closing. Food anchored his cultural identity and offered a tangible link to his heritage when other ties to China were distant. He believes family restaurants are the “glue” of communities and often serve as civic spaces as important as political offices. Chinese restaurants shaped American dining trends — from takeout and delivery to open kitchens — and remain a vital, unifying presence across the country. QUOTES “I grew up in the restaurant, but I was one of those kids that didn’t know how to cook, so I was banished to the dining room. That’s where I actually did most of my learning.” (Curtis) “I like to say that even though I don’t work in a Chinese restaurant anymore, I’m still that Chinese waiter.” (Curtis) “My dad always gave us that advice — talk to strangers — because he knew the dining room was full of people who had opportunities outside the four walls of that Chinese restaurant.” (Curtis) “For me, going out to eat is really not just about great food, but also about great service.” (Curtis) “I realized, if I’m gonna look up to somebody, it’s gonna be my dad and not this Hollywood star.” (Curtis) “Meeting all these people gave me a different perspective, a different way to see the world.” (Curtis) “Detroit in the ’80s was really rough. I knew five people murdered by the time I was 18 years old.” (Curtis) “The one connection I did keep to my culture was food — that was the easiest way to hold on to where we came from.” (Curtis) “Chinese restaurants are actually one of the few places where you can go in and see someone from a different race or class and maybe start a conversation.” (Curtis) “Small family restaurants are the glue to a lot of communities.” (Curtis) “Chinese restaurants are going to save America.” (Curtis)

Elliot Nelson is the founder and CEO of McNellie’s Group, a hospitality company that has reshaped the dining scene in Tulsa and beyond. A visionary entrepreneur, Elliot has grown from opening one Irish pub in 2004 to overseeing dozens of restaurants and development projects. McNellie’s Group operates a diverse portfolio of pubs, restaurants, and concepts across Tulsa, Oklahoma City, and beyond. With a focus on revitalizing neighborhoods, historic renovations, and community-driven development, the company now includes more than 25 units and multiple large-scale real estate projects. Elliot’s journey started with a college business plan for a fictional pub, which eventually became the foundation for McNellie’s. From restoring century-old buildings to developing multi-million-dollar mixed-use projects, he has played a central role in the transformation of downtown Tulsa. Beyond restaurants, his work emphasizes placemaking, employee care, and creating spaces that serve as the backdrop for community life. Elliot abandoned plans for law school after realizing he wanted to build something tangible and people-focused. His first pub in 2004 became Tulsa’s destination for craft beer and helped spark downtown’s restaurant renaissance. He emphasizes that a great pub should feel like “Tulsa’s living room,” welcoming all generations. Development projects like Santa Fe Square and 36 Degrees North have redefined downtown, blending restaurants, apartments, and office space. COVID-19 reshaped habits—lunch sales are still down, but outdoor dining saved his flagship pub. Elliot believes in putting employees first, offering benefits and even personal support during tough times. Success stories include staff rising from entry-level roles to ownership and executive leadership. He sees his larger purpose as making Tulsa a better place to live—and may even consider running for mayor one day.   QUOTES “After spending a summer in a law office, I was like, man, there’s no @#$%ing way I can do this for my life.” (Elliot) “When we opened in 2004, I had no idea what I was doing. I’d waited tables for nine months to try to figure out how a restaurant worked.” (Elliot) “We instantly became the destination in town for beer. At one point, we were named one of the 100 best places in the world to drink beer.” (Elliot) “More than anything, we’ve just tried to make our hometown a better place to live. Restaurants were the vehicle in the beginning.” (Elliot) “All those other people make a bunch of money. I just like to do cool shit.” (Elliot) “A really good pub should be everybody’s place—where you can bring your kid, or your 80-year-old parent, and all generations feel welcome.” (Elliot) “I think my purpose is to make my hometown a better place to live. That clarity really helps give direction and meaning to what I do.” (Elliot) “We used to be the 11th or 12th place to get a drink downtown. Now there are about 150, and we helped create that momentum.” (Elliot) “We realized in this industry you might be the most stable force in someone’s life. It’s a responsibility I take to heart.” (Elliot) “We’re not chasing awards—we’re trying to be the place where people make their memories.” (Elliot)  

Sameer Malhotra is the CEO and co-founder of Café Spice, a nationally distributed brand bringing authentic Indian cuisine to a broad American audience. Raised in a family of restaurateurs, Sameer has grown Café Spice from a single restaurant concept into a $50 million food manufacturing business. Café Spice is a family-owned food company specializing in globally inspired, ready-to-eat meals. Partnering with Whole Foods Market and other retailers, Café Spice provides hot bar items, refrigerated and frozen meals, and private-label products for supermarket chains across the U.S. Founded in 1998 as a bistro-style Indian restaurant in New York City, Café Spice transitioned from restaurants to large-scale food manufacturing after Whole Foods tapped the brand to supply its Indian hot bars.  Today, Café Spice operates from a state-of-the-art 70,000-square-foot facility, produces both branded and private-label products, and continues to innovate with new offerings like Cantina Latina, a Latin-inspired line of prepared meals. Growing up in his family’s acclaimed Indian restaurants gave Sameer firsthand insight into the challenges and opportunities of introducing Indian cuisine to America. Café Spice pivoted from restaurants to manufacturing after landing Whole Foods as a client, eventually supplying Indian food to every Whole Foods hot bar in the country. Company culture emphasizes “grittiness and safety,” with longtime employees playing a key role in consistency and growth. Scaling recipes for national distribution required investments in food safety, standardized spice rooms, and consistent culinary processes. Education and sampling are central to marketing—demos help consumers overcome misconceptions that all Indian food is spicy or “just curry.” QUOTES “Whole Foods decided they were going to open an Indian hot bar, and that’s where the entire business changed. Now, 20 years later, we make the Indian food for their hot bars in every store in the country.” (Sameer) “We’ve always been a gritty team. Culture is grittiness and culture is safety.” (Sameer) “As restaurateurs, you’re creating food that’s going to be consumed within an hour. Here, we’re making food that may be frozen or refrigerated and eaten days later. Food safety became the most important part.” (Sameer) “I walked into the Whole Foods office in a suit, 23 years old, and the guy who greeted me was in cargo shorts and flip-flops. I felt completely out of place.” (Sameer) “Spice is always a trend. Generationally, spice is much more accepted now than when we started the business.” (Sameer) “Rather than discounting, I focus on demos. People need to taste the food and realize how good it is.” (Sameer) “The biggest misconception is that all Indian food is curry and all Indian food is spicy. Not everything is curry, and not all Indian food is spicy.” (Sameer) “We changed the name from ‘alugobi’ to ‘curried cauliflower and potatoes’ and sales doubled. People knew what it was.” (Sameer) “We put in robotic arms for packaging. It increased output, reduced giveaway, and didn’t reduce jobs. Technology has been a game changer.” (Sameer) “Surround yourself with like-minded people, but also fill the gaps you don’t have. You need people who will push you—not just yes men.” (Sameer)

Edward Medina serves as the president of Ramona’s Food Group. With a background in finance, Edward has played a pivotal role in revitalizing Ramona’s, transforming it into a thriving family-owned business deeply rooted in tradition and committed to innovation. Ramona’s Food Group is a family-owned enterprise renowned for its authentic Mexican cuisine. Established in 1947 by Romana Banuelos, the company has evolved from supplying tortillas to becoming a staple in frozen Mexican foods, remaining committed to its heritage and quality. Founded in 1947, Ramona’s began as a tortilla supplier before expanding into frozen foods in the early 1970s. The company prides itself on using 100-year-old recipes, maintaining authenticity and tradition amidst industry pressures. Edward, alongside his cousin Robert, co-owns the company, leveraging their complementary skills to continue its legacy. Edward describes Ramona’s as a “78-year-old startup,” highlighting its long-standing history combined with a spirit of innovation. He recounts the company’s origins, emphasizing the resilience shown by founder Romana Banuelos, who started by making tortillas and delivering them on public buses. Under his leadership, Ramona’s maintained its authentic recipes, resisting changes despite industry trends for substitutions. The transition to frozen burritos in the 70s marked a significant evolution for the company, building on their experience as a key supplier to Taco Bell. Edward sees Mexican food’s mainstream popularity as a testament to its dynamic nature, expressing excitement about being part of this culinary evolution QUOTES “I always say we’re like a 78-year-old startup. It was started in 1947.” (Edward) “Our recipes are over 100 years old. Mrs. B carried those recipes from her early days. We have not ventured from those.” (Edward) “We like to think of ourselves as like the In-N-Out of Mexican food. We do a couple of things. We do them well.” (Edward) “The family dynamic was not very good. It was quite ugly, actually, which kind of led to our purchase in 2017.” (Edward) “When we became profitable, that’s when life got slower. We could make better decisions, make better products.” (Edward) “Culture is the way people act when I’m not here, and I think people are very responsible and when we’re not here, they get it done.” (Edward) “Mexican food is very exciting, and it’s almost American food now.” (Edward)

Tom Moffitt is a seasoned entrepreneur and pioneer in the plant-based dairy industry. With a background as a food microbiologist, Tom co-founded Commonwealth Dairy, turning it into a national powerhouse, and now leads Culture Fresh Foods, focusing on innovative non-dairy products. Culture Fresh Foods specializes in creating next-generation plant-based dairy products, offering a variety of non-dairy yogurts, sour cream, and cream cheese. The company emphasizes quality and innovation, transforming traditional yogurt plants into centers of plant-based production. Tom’s passion for food innovation is rooted in his background in food microbiology. His approach focuses on consumer demand, quality standards, and leveraging his dairy experience to excel in plant-based markets. Culture Fresh Foods navigates challenges in plant-based production with a commitment to improving taste and texture. Tom transitioned from the dairy industry to plant-based products by focusing on consumer desires, emphasizing the importance of “swimming downstream” to meet market demand. The COVID-19 pandemic posed significant challenges for Culture Fresh Foods, as they opened just weeks before the crisis hit, impacting their market entry. Tom emphasized the importance of maintaining consistent quality and saw plant-based as a new opportunity, akin to the Greek yogurt revolution. Sustainability and taste are critical in plant-based consumption, with ongoing improvements in flavor and nutritional profiles narrowing the gap with traditional dairy. Tom shared insights from his past experiences, highlighting the challenges of balancing entrepreneurial risks with manufacturing capabilities and external market conditions. The plant-based market is becoming more interchangeable with traditional dairy, driven by consumer preferences and innovative product offerings like coconut yogurt and non-dairy ice cream. Culture Fresh Foods focuses on bulk products like coconut yogurt parfaits and oat milk for cold brew coffee, tapping into consumer trends and preferences, particularly among younger demographics. Tom’s entrepreneurial journey includes taking calculated risks, investing in quality, and navigating the complexities of plant-based product development to meet evolving consumer demands. QUOTES “I figured why swim upstream? You might as well just swim downstream and give people what they want.” (Tom) “I opened my doors in March of 2020, about two weeks before COVID. That really sucked, to be honest.” (Tom) “I’m a food microbiologist. I get really excited about yogurt.” (Tom) “For me, it’s all about food safety, food quality and quality really means if you have a cup of my yogurt today, it’s the exact same cup of yogurt you have three months from now.” (Tom) “Protein is massive and low sugar. Those are the two big things. It’s got to taste great.” (Tom) “I don’t think (plant-based) will replace dairy in my lifetime. I think it’s just going to become more interchangeable.” (Tom) “Coconut yogurts sell the best. Why? Because they taste the best.” (Tom)

Joey Jurgielewicz is a fifth-generation duck farmer and the Director of Client Service of Tasty Duck. With deep roots in the Long Island duck farming tradition, Joey brings passion, innovation and hospitality expertise to the family business. Tasty Duck is a vertically integrated duck operation headquartered in Pennsylvania, with a legacy dating back to 1933. The company supplies premium Pekin duck to top restaurants, retailers and international markets. The Jurgielewicz family can trace their duck lineage directly back to the original Long Island breeds—making them unique in the industry. The business is fully integrated: they hatch, raise, process and distribute their ducks while partnering with local family farms. Tasty Duck emphasizes sustainability, using feathers for pillows, composting manure for fertilizer and producing single-ingredient pet treats from unused duck parts. Their duck products are increasingly accessible to consumers thanks to pre-cooked items and partnerships with national retailers like Whole Foods. Tasty Duck is rooted in legacy but built for today. Joey’s great-grandfather started farming ducks in 1933, and the operation now spans generations and innovations. Joey believes duck should be more than a fine dining staple. He’s on a mission to make it an everyday option through products like duck carnitas and duck bratwurst. “A happy duck is a tasty duck.” The company prioritizes animal welfare with clean facilities, careful oversight and expert staff. Sustainability is built into every layer of the operation—from using feathers for pillows to turning manure into fertilizer.   QUOTES “We’re not the largest in the world, but we definitely like to say we are the tastiest and the most fun.” (Joey) “We’re the only one in the duck industry that can trace our roots back to our original breed, our original farm.” (Joey) “A lot of our fellow duck farmers… they chickenized it. We kept ours as the original strand from Long Island.” (Joey) “We like to say we have that respect. Duck has a spot on the menu now—it’s not just a special occasion item anymore.” (Joey) “A happy duck is a tasty duck.” (Joey) “If I can get people to try it, nine out of ten, if not ten out of ten, I can convince them to put duck on their menu.” (Joey) “Don’t try too hard. Simpler is better. Duck has a natural flavor—just enjoy it.” (Joey) “We’re a niche business, so our goal is to create a niche in our niche.” (Joey)

EPISODE 104: Sean Zecman – Food distribution leader and innovator EPISODE 103: Kenny Morrison – Founder of VCC Brands and Pioneer in Cannabis-Infused Beverages EPISODE 102: Laurel Orley – CEO of Daily Crunch and Innovator in Better-for-You Snacking EPISODE 101: Judy Joo – Chef, entrepreneur and leading voice in modern Korean cuisine EPISODE 100: Denise Woodard – CPG entrepreneur and advocate for allergy-friendly snacking EPISODE 99: Josh Kesler – Restaurateur, community builder and champion of local food and art EPISODE 98: Peter Newlin – Chief Vision Officer of Gastamo Group EPISODE 97: Stephanie Jaeger – President of Les Dames d’Escoffier International (LDEI) EPISODE 96: Yanni Hufnagel – Founder of Lemon Perfect EPISODE 95: Jeff Broadhurst – CEO of Eat’n Park Hospitality Group EPISODE 94: Clara Paye – Founder & CEO of UNiTE Food

Kenny Morrison is a cannabis industry pioneer and the founder of VCC Brands and CQ Drinks. With a background in documentary filmmaking and early cannabis retail, Kenny has been instrumental in shaping the cannabis-infused beverage category since 2008. VCC Brands, originally Venice Cookie Company, is a legacy cannabis company focused exclusively on beverages since 2020. Its flagship brand, CQ (Cannabis Quencher), creates micro- and macro-dose drinks designed to be approachable, flavorful and stigma-free. Founded in Venice Beach, VCC Brands embodies the area’s countercultural spirit with a refined, modern twist. CQ was born partly in response to early San Francisco regulations requiring “cannabis” to appear prominently on product labels. Today, the brand operates in seven states (soon to be eight) through a mix of licensing partnerships and hemp distribution, aiming to normalize cannabis consumption with clean branding, fast-acting nanoemulsification technology, and a lifestyle-oriented appeal. Kenny got into the cannabis industry by helping friends transition from underground cultivation to legal retail, ultimately co-founding one of LA’s first dispensaries. VCC Brands began as a baked goods company but pivoted fully to beverages to focus on “the future of drinking.” CQ Drinks emphasizes approachability by avoiding stereotypical stoner branding and designing products with women and first-time consumers in mind.  Kenny compares CQ’s brand positioning to “the Corona of cannabis” — a laid-back, beachy vibe grounded in authenticity. Nanoemulsification helps cannabis beverages hit faster, making them more comparable to alcohol and easing consumer adoption. Despite being a cannabis entrepreneur, Kenny uses the product less than most of his family and believes in freedom of choice across alcohol and cannabis. He stresses honesty, reliability, and customer service as keys to building trust in the cannabis space, especially for new users. Regional product tweaks — like adding seasonal flavors in Massachusetts — have helped CQ Drinks grow in both the dispensary and hemp markets.   QUOTES “Visiting one of these early stores, it was almost like an anthropological experiment for me, which really just means that I’m a thrill seeker.” (Kenny) “Ever since I was a little kid, my father never hid his cannabis use from me. Even when I was nine, he’d say, ‘Hey Kenny, I’m going to go get some grass, want to come with me?'” (Kenny) “We’re basically, you know, the original prohibition cannabis beverage brand… the things we’ve been through to keep this thing alive, it’s a frickin’ novel.” (Kenny) “The goal is to get to a place where we can really tell that story in sort of a deep, profound way.” (Kenny) “My theory has just been, look, if girls like to drink it, guys are going to drink it.” (Kenny) “We’re all trying to target the alcohol consumer looking to moderate their alcohol consumption… and when a cannabis drink affects you as quick as an alcoholic drink does, that’s going to increase consumership.” (Kenny) “Cannabis should be perceived as a benefit to be promoted rather than a harm to be tolerated.” (Kenny) “Something that makes cannabis very different than alcohol is because cannabis is non-toxic… tolerances vary far greater than people’s tolerance for alcohol.” (Kenny) “You’ve got to have great customer service and you’ve got to be honest. Especially in cannabis.” (Kenny) &#8220

Laurel Orley is the founder and CEO of Daily Crunch Snacks and a mission-driven entrepreneur with a background in advertising. After more than a decade building major brands like Dove at Unilever, she transitioned to launch her own company focused on health, flavor, and impact. Daily Crunch Snacks is a women-owned snack brand offering sprouted, air-dried almonds and other nut blends with bold, innovative flavors. Rooted in a family recipe and a mission to support mental health, the brand emphasizes clean ingredients, sustainability, and crave-worthy crunch. Laurel launched Daily Crunch with her aunt Diane, who developed the unique sprouting process after studying brain health in India. The brand debuted in March 2020—days before the COVID-19 shutdown—and adapted its launch strategy for a digital-first world. Daily Crunch has since expanded into 6,000+ stores and was named the 13th fastest-growing food and beverage company by Inc. Laurel is a board member of the Upcycled Food Association and a member of EY’s Entrepreneurial Winning Women Class of 2024. The brand’s mental health mission is personal: Laurel’s cousin lost his life to bipolar disorder, inspiring her family to create The Support Network, which Daily Crunch supports financially and publicly. Laurel’s experience on Dove’s Real Beauty campaign taught her the power of mission-driven marketing and authenticity. The sprouting process transforms the texture of almonds, making them crisp and chip-like while improving digestibility. Product innovation stems from a blend of trend reports, consumer feedback, and Laurel’s own flavor instincts—like turmeric & sea salt or Nashville Hot. Collaborations, like their Fly By Jing partnership, are a strategic focus for driving awareness and reaching new audiences. Upcycling ingredients—such as pickle ends from Cleveland Kitchen—helps reduce waste and differentiate flavor profiles. Daily Crunch doesn’t lead with its mission, but invites consumers to discover its mental health advocacy as they dig deeper into the brand.   QUOTES “I wanted to launch a brand with a mission that I believed in. Our mission is actually mental health awareness.” (Laurel) “Soaking nuts removes phytic acid, an anti-nutrient, making them more bioavailable, easier to digest and more nutrient dense.” (Laurel) “The crunch is what gets people in. It’s lighter, airier, crunchier. Honestly, it’s like a chip.” (Laurel) “You’re always going to have setbacks. My motto is always two steps forward, one step back.” (Laurel) “We had to throw out 20,000 pounds of almonds and I didn’t have the right insurance for it. I almost threw in the towel.” (Laurel) “There’s a fine balance between mental and physical health. It all ladders back up to brain health.” (Laurel) “When you see someone in the wild buying your product, it’s the best feeling. I was hiding behind a pillar at the airport.” (Laurel) “The savory-sweet combo is really resonating right now. Our last two launches were savory, but you can definitely do both.” (Laurel)

Judy Joo is a classically trained chef, entrepreneur, and television personality whose unconventional journey spans engineering, Wall Street, and the world’s top kitchens. She is an Iron Chef, cookbook author, and dynamic force in the food world, celebrated for modernizing and globalizing Korean cuisine. Judy is the founder of Seoul Bird, a Korean fast-casual fried chicken concept with locations in London, New York, Las Vegas, and beyond.Seoul Bird merges bold Korean street food flavors with the speed and scale of modern dining, combining Judy’s culinary heritage and operational expertise. Before launching her restaurant empire, Judy trained at the French Culinary Institute, worked in Michelin-starred restaurants like The French Laundry and Gordon Ramsay’s empire, and became a recognizable face on Food Network.  Seoul Bird is expanding through a strategic mix of franchising and licensing, including high-traffic venues like Citi Field and Edinburgh Airport. Judy left Wall Street to pursue her passion for food, trading finance for the kitchen with zero expectations—just love for cooking. Her engineering and banking backgrounds continue to shape how she designs restaurants and runs operations at scale. As a Korean-American woman in male-dominated fields—finance, engineering, and restaurants—Judy forged ahead with “fearlessness or I just don’t care” confidence. She believes “today’s invention is tomorrow’s tradition,” especially in defining authenticity in global cuisines like Korean fried chicken. Seoul Bird thrives in arenas and airports, offering high-volume, high-flavor experiences with a focus on simplicity, quality, and cultural storytelling. She emphasizes the power of brand building—through books, TV, and food—as key to her business success. Judy finds inspiration everywhere, from grocery store aisles to international travel, always absorbing and evolving her culinary creativity. She’s proud to see Korean food embraced globally, transforming from a source of school-lunch embarrassment into a pop-culture phenomenon. QUOTES “I love creating experiences. I love creating meals. I love food. I love the language of food. It is a language of love for me.” (Judy) “I’m going to downgrade my life in every way possible and work weekends and evenings and much longer hours and get paid a fraction of what I was getting paid.” (Judy) “I remember hesitating. Like, which one do I want to do? I was like, oh, math and science is easy for me. I’ll go to engineering school.” (Judy) “If I want to be in these industries where I am the one and only minority, the one and only female, I don’t care. I’m going to do it.” (Judy) “A restaurant is a business at the end of the day. You have to know cost control, maximize profits, and understand finance.” (Judy) “I know so many chefs who can’t even get their way around an Excel spreadsheet.” (Judy) “Koreans are obsessed with fried chicken. Obsessed. Obsessed.” (Judy) “Today’s invention is tomorrow’s tradition. Korean fried chicken came from war and evolved. Is it authentic? I think so.” (Judy) “I’ve gone from being embarrassed about my lunchbox to everybody spamming me, asking, ‘What are they eating? What are they drinking?'” (Judy) “As long as the DNA is there—that makes it Korean.” (Judy) “Television cheffing is much easier. You’re in a nice air-conditioned studio versus burning yourself and dealing with employees.” (Judy)/p

Denise Woodard is the founder and CEO of Partake Foods. She launched the brand after her daughter was diagnosed with multiple food allergies. A former Coca-Cola executive, Denise became the first Black woman to publicly raise over $1 million for a CPG food startup. Partake Foods creates delicious, allergy-friendly snacks that are free from the top nine allergens. With a mission rooted in inclusivity and accessibility, the brand is now available in over 18,000 stores nationwide and continues to grow through innovation and community impact. The brand’s name, “Partake,” reflects Denise’s desire for her daughter and others with allergies to fully participate in the joy of food. Denise’s journey began with a pitch competition and a nudge from her nanny, Martha—who now holds equity in the business. Partake has collaborated with major partners like Marvel and Sesame Street, and has donated over one million boxes of cookies to support families in need. The company is deeply involved in social impact initiatives, including work with No Kid Hungry and the Food Equality Initiative. Denise founded Partake to create allergy-safe foods her daughter could enjoy, after struggling to find suitable options in the market. Leaving Coca-Cola, she underestimated how challenging it would be to build a brand from scratch without the resources of a large company. Getting allergy-friendly products manufactured required finding rare, specialized partners willing to work with a startup founder. Her family—especially her daughter—has been central to the business journey, often pitching in during trade shows and events. Denise emphasizes leading with great taste rather than a long list of dietary claims when introducing products to new consumers. Building strong retail partnerships is about follow-through, not just shelf placement—it requires active investment and support. She believes inclusivity should be embedded naturally into company culture, hiring, and investor relationships. To stay energized, Denise now prioritizes time for reflection, creativity, and rest, recognizing the importance of long-term sustainability. QUOTES “I sought out products that she could eat and enjoy safely and that we could eat as a family together and couldn’t find the things that I was looking for and decided to do something about it.” (Denise) “I knew enough to be dangerous. I could speak the lingo. I knew the acronyms. I did not realize what I was in for.” (Denise) “There’s not very many allergy friendly contract manufacturers. So calling someone up and getting them to agree to work with a woman with an idea was definitely a challenge.” (Denise) “Being an entrepreneur is a family sport. My daughter too, I think about all the sacrifice that she made. She can probably put together a trade show booth faster than most adults.” (Denise) “It feels like a game of whack-a-mole. It’s like you think you got one thing covered and then, oh, tariffs or something. Every week there’s a new adventure.” (Denise) “The name Partake originally came from this idea that I wanted my daughter and people with food allergies to be able to partake.” (Denise) “You’re nothing if you have a story with no good product. And honestly, the same if you have a good product but nothing to talk about.” (Denise) “I want my employees to feel like they have the freedom to be able to do the same thing because I think this whole idea of separating your personal life and work life isn’t healthy for anyone.” (Denise) “I’ve just started this practice. Making time to think and be inspired

Stephanie Jaeger is the President of Les Dames d’Escoffier International (LDEI) and a veteran of the restaurant industry with over 35 years of experience. She also serves as a Learning and Development Specialist for the Joey Restaurant Group, where she focuses on training and team culture. LDEI is a global philanthropic organization of women leaders in food, beverage, and hospitality. With over 2,800 members across 42 chapters worldwide, LDEI supports women through scholarships, mentorship, and networking opportunities to elevate and advance their careers. Founded in response to the exclusion of women from the all-male “Friends of Escoffier” society, LDEI has grown into a powerful network that champions leadership, education, and community. Under Stephanie’s leadership, the organization is expanding its reach, including new chapters in Mexico and Italy, and launching new initiatives like the M.F.K. Fisher Symposium for Women’s Food and Storytelling. LDEI was born from a desire to give women a seat at the culinary table—where they had previously been excluded—and now supports thousands of members across the globe. Stephanie initially joined LDEI over 20 years ago and, inspired by mentorship and a desire to represent a global voice, rose through the ranks to become its international president. “You have to see it to be it”—Stephanie emphasized the importance of visibility and representation for women in leadership across hospitality and culinary fields. Mentorship is central to LDEI’s mission; the organization provides not just scholarships, but ongoing personal support to help women succeed in their careers. While representation at the top is critical, Stephanie believes respect and equality must also be reinforced in everyday kitchen culture and among mid-level staff. LDEI’s upcoming M.F.K. Fisher Symposium will spotlight women in food media and storytelling, creating a space for inspiration, connection, and collaboration. Stephanie’s work at Joey Restaurant Group complements her LDEI leadership, allowing her to show women within the organization that there’s always a next step in their careers. Despite growth, barriers like unconscious bias and lack of access to education persist in the industry, making LDEI’s mission more relevant than ever. QUOTES “I either needed to step up or step aside. So here I am stepping up and excited about it.” (Stephanie) “You have to see it to be it. You have to see somebody in that position, and I would encourage anybody in the industry to put a woman in that leadership position so that somebody younger can see themselves there too.” (Stephanie) “Every time I see a woman in the industry, she’s breaking a barrier. She’s showing that it’s possible. She’s showing me that I can do it too. And every time I see a woman on the Food Network or read about one taking on a leadership role, it’s one more reminder that we belong.” (Stephanie) “We need to make sure that women are not only in the kitchen, but treated with respect and equals. It’s not just about being there—it’s about being seen, being supported, and being recognized as just as capable.” (Stephanie) “Mentorship is the ability to talk about your experiences in a positive way—not in a ‘you’ll never get there’ way, but ‘look what I’ve done, and you can too.’ It’s not about gatekeeping—it’s about opening doors and saying, ‘Come on in, let me show you how I did it.’” (Stephanie) “Asking for help really can come down to just