Ideagen Intersection
We partnered with United Healthcare and developed a solution for restaurants that have fewer than 100 employees, which are the vast majority of restaurants across the country. This is a huge issue, both for the employees of the industry, as well as the business owners. And, frankly, for society. We are thrilled to have found a sincere solution to this problem that not only addresses the business issues our members are facing, but addresses a challenge that our society faces in terms of affordable healthcare for part-time employees.
George:
This indeed is one great example of how you're finding solutions and innovating along the way, to provide healthcare to many individuals in this industry. Which brings me to a question on key lessons. So Dawn, what key lessons and vantage points help you successfully to fulfill your role as President and CEO of the association?
Dawn:
One of the things that I discovered early is that many of the leaders in this industry have grown up in this industry, and started many times in the dish room or on the service line in a restaurant. The opportunities in this industry are vast, such that, then and today, one can come in and work your way up. Often times without a college degree, one can be earning a very impressive income at a very young age and become the manager of a multi-million dollar business under the age of 30.
Dawn:
This is one of the places in the world where hard work really does still pay off. And, perseverance and persistence are really valued. This aligns with my own personal values, and experience. I think being the CEO of this organization allows me to continue to carry these stories forward. There are hundreds of thousands, if not millions, of examples of people who have been enormously successful in this industry, due in very large part to hard work and a willingness to do whatever is necessary.
Dawn:
My arrival at the National Restaurant Association at the end of 2007 coincided with a major economic recession. Early in my role as CEO, I had the opportunity to learn how to support an industry that was experiencing an economic down turn that many had never experienced in their entire professional careers.
Dawn:
Very early we had to reinvent ourselves in many ways. We started with the value proposition of membership in this organization. Our focus shifted from helping members to be successful in a traditional environment to helping members navigate a very challenging economic period. This was enormously instructive to me in my early days, and we have tried to carry this forward. The economy has improved since then and the industry is growing.
George:
That's right, and you can see this in many of your initiatives across the board, trying to help bolster the industry to be the leader that it is. On that note, how do you see the restaurant industry effectively leading, innovating, and positively affecting the nation?
Dawn:
I have worked in different industries over the course of my career, but I have never seen an industry that is better positioned and better able to lead and affect positive social change in this country.
George:
Right.
Dawn:
We know that we have more women business owners, for example, than most any other industry in this country. A third of the restaurants in this country are now majority owned by women.
We have more diverse ownership in our industry. Hispanic and African American ownership has grown by 50 percent in the last five or six years.
Dawn:
There is always more to do. I do believe that the combination of the things we are doing around issues like healthcare and menu labeling serve our members well and make the case for why membership is important. I am extremely proud of the way we are promoting mentorship.
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