What The Bear can teach us about the talent side of the restaurant business


We founded Galley Solutions with the audacious goal of aligning food supply with demand to reduce scarcity and make healthy food more accessible.

This noble ambition was perfectly logical; Our company’s software helps food businesses organize their food data to get the most out of ingredients and run more efficient operations.

Recently, we realized we needed to recalibrate our mission, and I asked our leadership team to each come up with a new “why” to help us focus on a mission that would truly make a difference.

Of the seven of us, our CTO Fergie was the outlier, and the “why” he came up with shocked us: to create more knowledge workers in the food industry.

This immediately resonated with the team, especially at a time when the FX series the bear shines brightly and very precise light on the chaotic world of restaurant management, with the relentless intensity that exhausts and infuriates staff at all levels.

The food industry is one of the last to be so reliant on minimum-wage workers who must make dozens or hundreds of operational “micro-decisions” every day, in critical areas like purchasing and preparation.

Although they have the skills and intelligence to excel and grow, these workers struggle to thrive as they are trapped in operational inefficiency, without access to the vital information needed to do their job well.

This creates a downward trend that begins with poor pay and working conditions and accelerates as employees – lacking information and analytical tools – perform well below their potential. The result is poor quality, low margins and reduced profits. The company then cannot afford to pay anything other than the minimum wage and the negative flywheel accelerates.

The system is flawed, and unless something changes in the way we empower teams to be more productive and have more impactful work, that won’t change.

But if we use technology to make things better for workers in the food industry, we can slow down that negative flywheel. Better systems lead to less confusion and chaos for staff, a better work environment, and ultimately more fulfilling work.

By improving employee satisfaction, cleaning up inefficiencies to enable better work, and improving industry skills, we will see greater retention, more skilled workers, and therefore, higher wages. All of this leads to healthier and more profitable businesses.

In short, Galley strives to help reverse the chaotic and exhausting turnover of human capital that is so typical of kitchens like that of the bear.

Creating technology to empower workers and enable them to reach their higher potential will lead to greater job satisfaction and careers they will be proud of. We box send that steering wheel spinning in the opposite direction.

Put our money where our mouth is

With our new mission to help workers in the food industry, it’s fitting that we do all we can to help our own employees live more fulfilling and productive lives as well.

How? For us, everything pointed to the implementation of a four-day work week, which Galley implemented on a trial basis to begin with.

Having fundamentally redefined our mission to focus entirely on people, this is partly about Galley putting his money where his mouth is. Introducing a new model to do the job will be evidence that there are better ways to work, even in the highly demanding restaurant industry.

Our trial will not require you to work more hours in fewer days or reduce your workload to get the job done. Instead, it’s a tangible way for the company to embrace its mission, live its values, and show customers the possibilities.

We are not going into this blind. This is a trial and will be a useful learning experience, with the benefit of a research team made up of external and internal researchers.

The research team has years of experience studying goal-oriented organizations. We want to know in great detail the impact of the change on the company. If it works, we will implement the four-day work week permanently.

Just as our software empowers restaurant workers, we expect the four-day work week to empower Galley employees by trading relaxed work time for more intentional work time. It’s a way to increase employee autonomy and live up to our values.

The results that will make the trial a success for Galley are: higher employee satisfaction, better employee retention, decreased knowledge loss, increased capability complexity, and improved efficiency and cost-effectiveness. increased.

Putting our “why” into action

Testing the four-day workweek at Galley is another way we’re showing the positive change we want to see in the industry by putting our mission into everything we do, from new product features to product policy. business, including communications.

We hope that our four-day work week trial can inspire other companies to experiment with ways to improve the lives of their employees while working towards business goals.

The two are not opposing forces. When you start with the “why” and get everyone behind the mission, the results should take care of themselves.


Benji Koltai is co-founder and CEO of Kitchen solutions. Prior to co-founding his company, he designed new system platforms for Sprig, a delivery-only restaurant concept, to seamlessly integrate logistics and back-end operations. Today, Benji brings his expertise in software development, problem solving, and product management to run his business. He is also an emerging thought leader in using technology to measurably improve the lives of food industry employees while simultaneously growing customer businesses.


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