Restaurant industry veteran assumes director of menu post.
Foodservice equipment industry veteran assumes Western sales role.
Restaurant industry veteran teams up with O’Reilly for the quick-serve seafood chain.
Nothing brings out the best in the foodservice equipment and supplies industry quite like The NAFEM Show. For three days it seems everyone is in the best possible mood while hobnobbing beneath NAFEM’s biennial big top. The burdens of business challenges seem to fade to the background as various new applications of stainless steel, melamine and even china have everyone forgetting the past, even for a moment — because, to paraphrase one-hit wonder Timbuk3: their future’s so bright they’ve gotta wear shades.Read more...
Labor costs usually represent the highest, or second highest, expense as a percent of sales for a restaurant. As such, proper labor management plays a critical role in driving better unit economics for a foodservice concept. If you buy into this principle, continue to read, and if you don’t then it is more important for you to continue to read on.Read more...
Sales among casual restaurant chains slowed in March according to Knapp-Track. Job openings hit a 14-year high in February. Some states go on record opposing the Sysco/US Foods merger. An Oakland, Calif. minimum wage increase leaves some businesses unhappy. These stories and more in This Week in Foodservice.Read more...
The continuing popularity of fast-casual concepts keeps drawing the attention of some of the...
The Macon, Georgia-based foodservice equipment and supplies dealer will go to market as Boelter...
Bill is chief executive officer of DM&A, a healthcare consulting firm. He has more than 30 years’ experience in the foodservice industry with an emphasis on healthcare.
Bill’s diverse work history includes culinary and managerial positions in airlines, restaurants, hospitals and nursing homes. He has been a system director for a multi-campus health system and foodservice director responsible for multi-location health systems, working for a major food management company. He also owned his own consulting company, focusing on the training of teams and addressing the specific needs of long-term care operations and regulatory preparedness.
Bill Klein: We are at a time in history where evolution of products, services and equipment are changing at a pace consistent with computers, phones, and software. It makes this industry highly stimulating and draws out creativity. This is a major driver for me.
Bill Klein: Yes, of my three beautiful daughters, one has expressed great interest in what I do and what the industry offers in career choices.
Bill Klein: My parents — I always knew they would visit me wherever I was stationed and because of that I strove to always maintain the best and cleanest operation so when they did visit, they would be proud.
Bill Klein: Dr. Carlton Green. He did something that no one else will ever replicate. He was given the impossible task to turn around UCLA medical center’s foodservice department that was in shambles and he did it in one year. He reversed a $6 million loss to an $11 million gain, and, most importantly, transformed 37 different cultures in the department into one, cohesive team, all focused on one goal-great patient and guest care and care for each other.
Bill Klein: I would be in financial planning — understanding the needs of people and matching them with the solution that will help them achieve their goals.
Bill Klein: Some one that shares my visions for product design and growth opportunities, outside the “comfort” zone that many people fall into.
Bill Klein: I was the King of Dishwashers!