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APRIL 2017 • FOODSERVICE EQUIPMENT & SUPPLIES • 43 For Our Customers Associates Suppliers Community Winholt Equipment Group | New York | Pennsylvania | Texas | California 800.444.3595 | www.winholt.com | email@example.com Winholt has 71 years of experience manufacturing solution based equipment, offering a full spectrum of foodservice products. From Stainless Steel Fabrication, to Heater Proofers to basics like Bun Pan Racks and shelving, or Custom Design we offer restauranteurs high quality equipment solutions. Winholt's three USA facilities offer a supply chain advantage that reduces shipping costs and expedites delivery. Winholt offers efficiency driven solutions that will increase your capacity, efficiency and profits! YOUR SATISFACTION HAS BEEN OUR GOAL FOR 71 YEARS YOUR SATISFACTION HAS BEEN OUR GOAL FOR 71 YEARS some management and processes into the space. After we got through the first readjustment period and new people were brought on board, including and especially Tod Nissle, senior vice president, and Tom Teves, who is now president of national accounts, it's been a skyrocket of innovation and constant improvement." Around the time Freeman started at Microsoft, the com- pany was growing fast. The dining program, likewise, expanded rapidly. Within his first three years, the program turned around from a management standpoint, and Freeman helped usher in a new era in which quality food and beverages — starting with great coffee — became a priority benefit for employees. Six new cafes were brought online between 2007 and 2008, plans for The Commons took shape and the idea of bringing in local restaurants was developed. Freeman says inspiration for The Commons came from a visit he paid to Duke University in 2004 while working for H. David Por- ter Consultants. Jim Wulfhorst, who was director of Duke Dining at the time, had implemented a local restaurants program and the idea stuck with Freeman. He saw The Commons as a great opportunity to try it at Microsoft. It was. Employees love it and participation rates contin- ued to rise, putting wind in Freeman's sails and making it easier for him to push — and receive funding — for the types of broader change and innovation he recognized that Micro- soft, and corporate dining in general, was hungry for. His first overarching initiative, and one that set the course for many to follow, was what he calls the Culinary Revolu- tion, formally launched in 2011. "It was all about getting back to scratch cooking and having a structure within our cafes similar to that at hotels, a brigade structure with an executive chef, a sous chef, etc.," Freeman says. "It supports making food from scratch instead of doing what the industry had pretty much always done, which was keep kitchens out of site, open up bags, dump out the contents, heat, hold and serve prepared foods." The transition, Freeman notes, was challenging from both a facilities and a personnel standpoint. Spaces needed to be redesigned to enable openness, transparency and cooking out front, and employees — who previously hadn't needed any real culinary skills — had to be trained or hired. Sustainability also became an increasingly important focus and in 2009 the company earned Green Restaurant Associa- tion certification. That focus would only continue to sharpen. In 2011, Freeman spearheaded a campus-wide initiative that culminated in Microsoft being awarded Gold Level