Multi-Unit Franchisee Magazine Issue III, 2017 | Page 27
2017 MVP AWARDS
“We made the largest ‘ice cream pie’ on the Capitol lawn to
demonstrate how many children were without healthcare.”
PERSONAL
Formative influences/events: I am fortunate
to work with a franchisor that is the world leader in
understanding that a business can be profitable as
well as socially conscious. Over the past 18 years, I
have witnessed how an ice cream cone can literally
change the world. Businesses can learn to partner
with other organizations or businesses that lead with
their values. Ben & Jerry’s takes tremendous efforts
to source products that meet specific criteria with
non-GMO and fair trade standards and practices. They
encourage franchisees to get involved in events that
support the greater good, whether that is climate
change, fair and equal voting rights, or non-GMO
labeling efforts. Here in D.C. we work on all of these
issues and so much more!
We put our ice cream where our mouths are and
have, through the years, built the largest “Baked
Alaska” on the lawn of the Capitol to protest the
ANWR drilling rights issue. We made the largest “ice
cream pie” on the Capitol lawn to demonstrate how
many children were without healthcare. We gave out
our “I Dough, I Dough” flavor on the steps of the
Supreme Court to celebrate the marriage equality
decision! At each event, we were surrounded by loyal
fans who love the brand and the fact that we do take
a stand. Also in those groups were people who didn’t
necessarily agree with our stand, but were happy to
have us share our point of view.
As a franchisee, this type of community outreach
translates to shop sales. The loyal brand fanatics seek
us out when deciding where to buy, and the general
goodwill translates to a larger audience. Our sales are
truly strengthened by the general public’s perception
that we have the best quality ice cream and we really
do stand for something that can effect real change in
our neighborhoods and our countries.
When we are not out changing the world, we
truly are changing our communities by sharing our
ice cream with local organizations that promote
urban farming, river cleanups, cancer walks, reducing
homelessness, promoting youth leadership efforts,
the fight against autism, supporting the National Zoo,
and Orange Wednesday for suicide prevention aware-
ness. We are very proud of our work for fallen police
officers and their families. While Ben & Jerry’s ice
cream is working for social issues worldwide, here in
D.C. our ice cream cones are truly changing our com-
munities for the better. My entire team thanks our
founders, Ben and Jerry, for being the role models for
MANAGEMENT
social change and encouraging not only me, but our
entire system of franchisees to look at business as a
way to effect meaningful change while increasing the
profitability of every scoop shop!
Key accomplishments: Washington Business
Journal Best Places to Work (2017). JW Marriott
Award for working with youth with disabilities
(2014). Ben & Jerry’s Innovator of the Year Award.
Ben & Jerry’s Marketer of the Year (awarded two
times). Ben & Jerry’s Social Mission Leader of the
Year. Ben & Jerry’s “Big O” winner for best system-
wide operations. Multi-Unit Franchisee magazine’s
MVP Community Involvement Leadership Award
(2017).
Work week: It is certainly not a work week, it’s
more like a work season. Spring, summer, and fall
are very busy, and every owner knows it really is a
position that requires a lot of time spent working on
the units. I do not really keep track. My team and
I are fully committed to get the job done and love
what we do. Luckily we all get some time to regroup
and have some fun in the off-season!
What are you reading? Turn this Ship Around:
A True Story of Turning Followers into Leaders by L.
David Marquet; Leaders Eat Last: Why Some Teams
Pull Together and Others Don’t by Simon Sinek; and
Catherine the Great by Robert Massie.
Best advice you ever got: Anyone in the
franchise business knows it is a leap to go from one
unit to three. It is the first big leap and it can be
difficult if you don’t make the jump from technician
(actually running the shop) to management, which
is teaching others to be responsible. Seventeen years
ago, a business associate reminded me of my actual
responsibilities: “You are not there to run your busi-
ness from behind a counter, you are there to grow
your staff into leaders.” Empowering your staff down
to the lowest levels is the key to successful owner-
ship. It is also the key to profitability and cost control.
More importantly, it ensures the success of your busi-
ness and builds a solid team for the long term.
What’s your passion in business? Staff
development. My entire shift, lead, and management
team (except for one person) started working with