Season 10 highlights

Pete Olander is the founder of Happie, a plant medicine beverage company focused on cannabis-infused and functional mushroom drinks. Before launching Happie, he worked in private banking at J.P. Morgan and later in the nutrition and consumer packaged goods space, experiences that helped shape his entrepreneurial mindset and understanding of beverage formulation, distribution and scaling a brand.Happie is a functional beverage company producing hemp-derived THC drinks and mushroom-based wellness beverages under its Fungi Fusion line. The company focuses on approachable, wellness-oriented products designed to provide consumers with alternatives to alcohol and traditional energy drinks while emphasizing quality, transparency and consumer trust.Olander built Happie as a vertically integrated business, overseeing cultivation, extraction, formulation and finished products. He initially launched the company as a CBD beverage brand in 2019 before expanding into THC beverages and functional mushroom drinks. Happie’s mushroom products feature ingredients such as lion’s mane, cordyceps and reishi in clinically relevant doses and are distributed through retailers including Total Wine and Amazon. The company’s THC beverages are designed as low-dose social drinks that prioritize consistency and consumer comfort rather than overly intense experiences. Olander also discussed the complexities of operating in a heavily regulated, state-by-state cannabis environment and the importance of strategic partnerships as the industry evolves.Olander said his time working in banking exposed him to successful entrepreneurs who inspired him to think differently about risk-taking and business ownership.He explained that entrepreneurship was not something he always envisioned for himself, but eventually realized he wanted more ownership and fulfillment in his career.Olander emphasized that entrepreneurs cannot be afraid to fail because avoiding risk often leads to regret and missed opportunities.He shared that bootstrapping the business helped him stay in control and forced him to deeply understand every part of the operation rather than relying too heavily on outside investors.Olander said younger consumers increasingly want alternatives to alcohol that allow them to stay in control while still enjoying social experiences.He described functional mushroom beverages as part of a larger wellness movement where consumers seek products that offer benefits like focus, energy or relaxation without excessive sugar or stimulants.Olander explained that packaging and branding are critical because consumers “eat and drink with their eyes first,” especially in crowded beverage categories.He noted that Happie’s goal is to normalize cannabis beverages by creating approachable, consistent products that help people “feel good about feeling good.”  QUOTES “I need to have a little more ownership of this and I’m going to take a stab at this myself.” (Pete)“You have to not be afraid to fail. And you have to not be afraid to try because you don’t know until you try.” (Pete)“If you don’t do it, you’re always going to have that ‘what if?’” (Pete)“Anytime you take on money from an investor or institutional, you lose control.” (Pete)“It really forced me to get after it, grind a little bit more and get really comfortable with being uncomfortable.” (Pete)“Until you have the structure right, until you have the vision and the plan dialed in, you don’t need anybody else trying to tell you to try this differently.” (Pete)“We want to give people a real good experience. We want them to enjoy themselves, enjoy the environment they’re in and not feel any anxiety about carrying this can around and drinking it.” (Pete)“It’s not so cool to get out of control. You want to be in control, but you still want to have a good time.” (Pete)“If people are going to spend extra money on something, they want some kind of function out of it, some kind of a feel factor.” (Pete)

Jenny Mehlman is Senior Marketing Director at Dairy Farmers of America, where she leads branded cheese and butter businesses. With a background in brand stewardship and innovation, she focuses on making legacy food categories relevant through consumer insight, storytelling and everyday moments that drive connection.Dairy Farmers of America (DFA) is a farmer-owned cooperative representing more than 9,500 American dairy farmers. As the leading global dairy cooperative, DFA produces and markets a wide range of dairy brands, with a mission centered on delivering value back to its farmer-owners and their communities.DFA operates with a long-term mindset, prioritizing sustainable growth and innovation over short-term gains. Its structure allows marketing and innovation teams to focus on building brands that resonate with consumers while supporting farmers’ livelihoods. The organization blends large-scale brand management with a strong sense of authenticity, transparency and purpose rooted in agriculture.Dairy is experiencing a resurgence as consumers reconnect with real, wholesome ingredients and seek both health and indulgence in the same products.Great marketing starts with understanding people, their routines, motivations and the small moments that shape decisions.Even in crowded categories, brands must earn attention through storytelling and relevance or risk being ignored.Innovation in dairy extends beyond new flavors to include format, function and new ways to meet everyday needs.Authenticity and transparency are critical, helping consumers trust where their food comes from and how it’s made.Creativity often comes from observing everyday frustrations and solving small, real-world problems.Strong brands maintain distinct personalities, allowing them to connect with specific audiences without competing against themselves.A long-term mindset, driven by farmer ownership, enables more thoughtful innovation and brand-building decisions.  QUOTES “We’re actually owned by 9,500 American dairy farmers, which puts a different spin on the work. It makes things more personal because our mission is to provide value to them and their families.” (Jenny)“If I can do right by our farmers and provide value to them and their families, I’m doing my job well.” (Jenny)“I look at brands as humans. They have personalities, and you have to treat them properly and have fun with them in a way that fits who they are.” (Jenny)“I’ve never found a business where you can’t get people to talk about cheese and butter. It’s kind of phenomenal.” (Jenny)“The secret to good marketing is really getting to know people, what makes them tick and what drives their decisions.” (Jenny)“Dairy is having a bit of a renaissance. It’s less about the challenge and more about the opportunity to stay relevant in people’s lives.” (Jenny)“Sometimes we get so focused on the big idea that we forget about the little moments. Those everyday occasions are where the connection really happens.” (Jenny)“I don’t often think in quarters. Our farmers are always thinking about the future, and that changes how we approach innovation and investment.” (Jenny)“Authenticity builds trust. If something feels authentic, people feel like they understand it and can trust it.” (Jenny)“I look at what I do as problem solving and getting to know people. Whether it’s detergent, chocolate or cheese, the motivations are often the same.” (Jenny)“Everybody is creative in their own way. It’s about recognizing it and giving people the permission to keep doing it.” (Jenny)

Mike DiBeneditto is CEO of Golden Waffles, a nearly 90-year-old foodservice brand known for its fresh-baked waffle program. With a background in broadline distribution and leadership roles shaped by industry acquisitions, he brings an operator-first mindset grounded in clarity, partnership and disciplined execution.Golden Waffles, founded in 1937, provides an all-inclusive waffle program to operators in more than 50,000 locations across 60 countries. The company supplies mix, irons, service and support, helping foodservice partners add fresh waffles to their menus without operational friction.Under Mike’s leadership, the company rebranded from Golden Malted to Golden Waffles to better reflect what it actually delivers. The transition focused on clarity, modernization and honoring the company’s heritage, with careful internal communication and customer engagement throughout the process.Mike describes the brand’s mission as “happy made easy,” explaining that Golden Waffles exists to remove friction for operators, not just sell waffle mix.He shares that the rebrand was rooted in clarity. Customers already referred to the team as “the waffle people,” and the new name simply reinforced that identity.Relentless communication was central to the rollout. Mike believes that if leaders do not clearly explain the why, employees and customers will fill in the blanks themselves.Internally, involving long-tenured associates and even the founder’s grandson helped preserve heritage while modernizing the brand.Mike defines success as the intersection of speed, honesty and accuracy, getting to the right answer quickly without cutting corners.On trends, Golden Waffles focuses on solving real operator problems such as speed, simplicity and kitchen footprint rather than chasing hype.Regarding AI and technology, Mike views it as a support tool that should make good teams better, not replace people.At its core, he believes food is memory. Whether leading a rebrand or serving a waffle, the goal is to create shared experiences that people remember.  QUOTES “If the waffle is right, you don’t need to hide it under toppings.” (Mike)“Golden Waffles is the first time where I actually leapt at something. I ran towards something.” (Mike)“We don’t just sell waffle mix. We help operators serve a great waffle without any friction.” (Mike)“Bread tells you what to do. It’s a carrier. A waffle asks, how creative do you want to be?” (Mike)“You don’t rebrand just to look cool. You better look cool at the end of it, but you don’t rebrand to look cool. You rebrand to be clear.” (Mike)“Our rebrand was intended to remove friction, not necessarily to add polish.” (Mike)“If you don’t explain the why, people will fill in the blanks. And when they do that, it typically doesn’t align with where leadership’s head is at.” (Mike)“My definition of success is where speed, honesty and accuracy all meet. Who can get to the right answer the fastest without cheating?” (Mike)“Technology should really disappear into the experience. AI is never going to replace people. It’s about making good teams better.” (Mike)“The best meals aren’t really about complexity. It’s about who you share them with. Food is memory, that’s why it matters so much.” (Mike) 

Madelyn Alfano is CEO and owner of Maria’s Italian Kitchen and a lifelong hospitality leader. Raised in her family’s grocery and restaurant business, she brings decades of hands-on experience, people-first leadership and a deep belief in food, culture and community.Founded in Los Angeles in 1972, Maria’s Italian Kitchen is a family-rooted, Southern Italian restaurant brand known for classic comfort food, consistent quality and warm hospitality. With eight locations, the brand has become a multigenerational neighborhood staple across Southern California.Alfano grew Maria’s from a small takeout operation into a multi-unit brand while navigating major challenges, including the Northridge earthquake and rapid industry change. She serves on California and national restaurant boards and is a strong advocate for thoughtful leadership, employee respect and community-centered hospitality.Early lessons from her parents taught her that customers will tell you exactly what they want if you listen closely.True hospitality means treating everyone with the same respect, regardless of status or background.Clear, consistent communication is critical, especially as a business grows.Leadership requires calm focus during crises, even when things are chaotic behind the scenes.Hiring in hospitality should prioritize personality and attitude over technical skills.Strong culture is built by leading by example and meeting people where they are.Long-term employee retention comes from respect, flexibility and genuine care.What keeps guests coming back isn’t just food, it’s how they feel when they walk through the door.  QUOTES “People will tell you what they want to buy. If you really listen, they’ll show you exactly what belongs in your business.” (Madelyn)“You treat everyone the same, from the Getty’s to the gardeners. My parents taught me that respect is non-negotiable.” (Madelyn)“Whoever walks through your front door, you need to embrace them and make them feel really good about who they are and where they are.” (Madelyn)“I was the original Instacart girl. We were delivering groceries long before anyone thought to call it that.” (Madelyn)“I had to pretend that someone was coming from Mars and had never worked in a restaurant before. That’s how clear your communication has to be.” (Madelyn)“Regardless of the circumstances, if you stay focused and lead with intention, you can get through almost anything.” (Madelyn)“It’s like a duck in water. Underneath, you’re paddling like crazy, but on top you have to look calm and steady.” (Madelyn)“Don’t confuse my kindness for weakness or my casualness for not being serious. I’m very intense about our business.” (Madelyn)“I’m very interested in people. It’s better to be interested than interesting.” (Madelyn)“Our first customers are the people we work with. If you don’t respect your team, nothing else works.” (Madelyn)

Chuck Meehan is Chief Creative Officer of Pavone Group and a veteran creative leader with decades of experience shaping iconic, culture-driving campaigns. A four-time Super Bowl creative, Chuck has worked with global brands and top-tier talent to create work that breaks through noise and pressure.Chuck has led creative teams at major agencies and worked on campaigns for brands including General Motors, Hellmann’s, McDonald’s, Del Taco and Universal Orlando Resort. His Super Bowl work includes back-to-back GM spots featuring Will Ferrell and Mike Myers as Dr. Evil, as well as large-scale brand activations that extended far beyond the broadcast.Big ideas come from interpreting the brief in an unexpected way and connecting dots others don’t see.If an idea can’t be explained clearly in one sentence, it’s not fully formed.Super Bowl advertising is a six-month marathon that requires protecting the idea through intense internal and external pressure.The most successful Super Bowl spots extend beyond the ad itself into brand activations and social storytelling.Celebrity-driven campaigns only work when the talent serves the product and idea, not the other way around.AI should be used to amplify creative thinking, not replace the struggle and reps required to develop great ideas.In-person collaboration plays a critical role in mentoring young creatives and building strong creative culture.Great creative leadership is about creating an environment where people feel safe to take big swings and learn from misses.   QUOTES “The Super Bowl is the coolest thing and it’s the most terrifying thing. And what’s hard about it is, a lot of them start in August. So if you make it to February, that’s six months of your life.” (Chuck)“If you can survive that gauntlet and somehow get to the Super Bowl with a great spot, it’s a Herculean feat for sure. It’s an amazing thing and it’s a bit of a horrible thing at the same time.” (Chuck)“That (GM Dr. Evil) brand activation actually became a bigger story than even the spot in a sense. So yeah, that was a thing where we just didn’t stop at the spot.” (Chuck)“By the Monday after the Super Bowl, the whole world’s moved on. Brands looked at that and thought that if I’m spending that much money, why don’t I release the spot a week ahead of time and get more out of it.” (Chuck)“When it comes to a Super Bowl commercial, you’ve got to put three-act story in 60 seconds. That’s the discipline. When I’ve worked with people outside advertising, they don’t quite get it. It’s a very specific art.” (Chuck)“It’s good because over the years, as a creative director, ECD, GCD, CCO, I’m constantly critiquing work. I’m constantly critiquing ideas. And most of them don’t get past me, which is kind of the drill. The ones that do interpreted the brief in a way I didn’t expect.” (Chuck)“I always tell creatives, show me a different way of looking at something. And even when I’ve judged shows, it’s always the stuff that I’m like, how did they get there? Ninety-nine percent of things I can see where they’re going.” (Chuck)“If you can tell me it in one sentence, you have an idea. And if you can’t explain it, you don’t know it.” (Chuck)

]EPISODE 105: Joey Jurgielewicz – Director of Client Service at Tasty Duck and leader in sustainable duck farming EPISODE 106: Tom Moffitt – Founder and CEO of Culture Fresh Foods and pioneer in plant-based dairy innovation EPISODE 107: Edward Medina – President of Ramona’s Food Group and transformative leader in authentic Mexican cuisine EPISODE 108: Sameer Malhotra – CEO of Café Spice and champion of authentic Indian cuisine EPISODE 109: Elliot Nelson – Founder and CEO of McNellie’s Group and visionary in community-driven hospitality EPISODE 110: Curtis Chin – Writer, filmmaker and storyteller of culture and community

Curtis Chin is a writer, filmmaker, activist, and author of the acclaimed memoir Everything I Learned, I Learned in a Chinese Restaurant. His work reflects on growing up gay and Chinese American in 1980s Detroit while working in his family’s landmark restaurant.Chung’s Cantonese Cuisine, founded by Curtis’s great-grandfather, was a legendary Detroit institution for 65 years. Known for its handmade egg rolls and welcoming atmosphere, the restaurant became a cultural hub and safe haven for people from every walk of life.Curtis has taken his family’s story global through more than 300 talks across seven countries. His memoir has received widespread recognition from outlets including The New York Times, The Washington Post, and CBS. He continues to tell stories through writing and film, while exploring ways to reconnect with his restaurant roots.Growing up in the dining room taught him about people, service, and the value of making someone’s day better.His father taught him to “talk to strangers,” a lesson in curiosity, openness, and seizing opportunities.Chung’s exposed him to every side of Detroit — from white-collar professionals and politicians to pimps, drag queens, and movie stars.He values service as much as food, lamenting the loss of human interaction in today’s QR code and robot-driven dining experiences.The restaurant sold more than 10 million handmade egg rolls and became a Detroit institution remembered decades after closing.Food anchored his cultural identity and offered a tangible link to his heritage when other ties to China were distant.He believes family restaurants are the “glue” of communities and often serve as civic spaces as important as political offices.Chinese restaurants shaped American dining trends — from takeout and delivery to open kitchens — and remain a vital, unifying presence across the country. QUOTES “I grew up in the restaurant, but I was one of those kids that didn’t know how to cook, so I was banished to the dining room. That’s where I actually did most of my learning.” (Curtis)“I like to say that even though I don’t work in a Chinese restaurant anymore, I’m still that Chinese waiter.” (Curtis)“My dad always gave us that advice — talk to strangers — because he knew the dining room was full of people who had opportunities outside the four walls of that Chinese restaurant.” (Curtis)“For me, going out to eat is really not just about great food, but also about great service.” (Curtis)“I realized, if I’m gonna look up to somebody, it’s gonna be my dad and not this Hollywood star.” (Curtis)“Meeting all these people gave me a different perspective, a different way to see the world.” (Curtis)“Detroit in the ’80s was really rough. I knew five people murdered by the time I was 18 years old.” (Curtis)“The one connection I did keep to my culture was food — that was the easiest way to hold on to where we came from.” (Curtis)“Chinese restaurants are actually one of the few places where you can go in and see someone from a different race or class and maybe start a conversation.” (Curtis)“Small family restaurants are the glue to a lot of communities.” (Curtis)“Chinese restaurants are going to save America.” (Curtis)

Elliot Nelson is the founder and CEO of McNellie’s Group, a hospitality company that has reshaped the dining scene in Tulsa and beyond. A visionary entrepreneur, Elliot has grown from opening one Irish pub in 2004 to overseeing dozens of restaurants and development projects.McNellie’s Group operates a diverse portfolio of pubs, restaurants, and concepts across Tulsa, Oklahoma City, and beyond. With a focus on revitalizing neighborhoods, historic renovations, and community-driven development, the company now includes more than 25 units and multiple large-scale real estate projects.Elliot’s journey started with a college business plan for a fictional pub, which eventually became the foundation for McNellie’s. From restoring century-old buildings to developing multi-million-dollar mixed-use projects, he has played a central role in the transformation of downtown Tulsa. Beyond restaurants, his work emphasizes placemaking, employee care, and creating spaces that serve as the backdrop for community life.Elliot abandoned plans for law school after realizing he wanted to build something tangible and people-focused.His first pub in 2004 became Tulsa’s destination for craft beer and helped spark downtown’s restaurant renaissance.He emphasizes that a great pub should feel like “Tulsa’s living room,” welcoming all generations.Development projects like Santa Fe Square and 36 Degrees North have redefined downtown, blending restaurants, apartments, and office space.COVID-19 reshaped habits—lunch sales are still down, but outdoor dining saved his flagship pub.Elliot believes in putting employees first, offering benefits and even personal support during tough times.Success stories include staff rising from entry-level roles to ownership and executive leadership.He sees his larger purpose as making Tulsa a better place to live—and may even consider running for mayor one day.  QUOTES “After spending a summer in a law office, I was like, man, there’s no @#$%ing way I can do this for my life.” (Elliot)“When we opened in 2004, I had no idea what I was doing. I’d waited tables for nine months to try to figure out how a restaurant worked.” (Elliot)“We instantly became the destination in town for beer. At one point, we were named one of the 100 best places in the world to drink beer.” (Elliot)“More than anything, we’ve just tried to make our hometown a better place to live. Restaurants were the vehicle in the beginning.” (Elliot)“All those other people make a bunch of money. I just like to do cool shit.” (Elliot)“A really good pub should be everybody’s place—where you can bring your kid, or your 80-year-old parent, and all generations feel welcome.” (Elliot)“I think my purpose is to make my hometown a better place to live. That clarity really helps give direction and meaning to what I do.” (Elliot)“We used to be the 11th or 12th place to get a drink downtown. Now there are about 150, and we helped create that momentum.” (Elliot)“We realized in this industry you might be the most stable force in someone’s life. It’s a responsibility I take to heart.” (Elliot)“We’re not chasing awards—we’re trying to be the place where people make their memories.” (Elliot) 

Sameer Malhotra is the CEO and co-founder of Café Spice, a nationally distributed brand bringing authentic Indian cuisine to a broad American audience. Raised in a family of restaurateurs, Sameer has grown Café Spice from a single restaurant concept into a $50 million food manufacturing business.Café Spice is a family-owned food company specializing in globally inspired, ready-to-eat meals. Partnering with Whole Foods Market and other retailers, Café Spice provides hot bar items, refrigerated and frozen meals, and private-label products for supermarket chains across the U.S.Founded in 1998 as a bistro-style Indian restaurant in New York City, Café Spice transitioned from restaurants to large-scale food manufacturing after Whole Foods tapped the brand to supply its Indian hot bars. Today, Café Spice operates from a state-of-the-art 70,000-square-foot facility, produces both branded and private-label products, and continues to innovate with new offerings like Cantina Latina, a Latin-inspired line of prepared meals.Growing up in his family’s acclaimed Indian restaurants gave Sameer firsthand insight into the challenges and opportunities of introducing Indian cuisine to America.Café Spice pivoted from restaurants to manufacturing after landing Whole Foods as a client, eventually supplying Indian food to every Whole Foods hot bar in the country.Company culture emphasizes “grittiness and safety,” with longtime employees playing a key role in consistency and growth.Scaling recipes for national distribution required investments in food safety, standardized spice rooms, and consistent culinary processes.Education and sampling are central to marketing—demos help consumers overcome misconceptions that all Indian food is spicy or “just curry.” QUOTES “Whole Foods decided they were going to open an Indian hot bar, and that’s where the entire business changed. Now, 20 years later, we make the Indian food for their hot bars in every store in the country.” (Sameer)“We’ve always been a gritty team. Culture is grittiness and culture is safety.” (Sameer)“As restaurateurs, you’re creating food that’s going to be consumed within an hour. Here, we’re making food that may be frozen or refrigerated and eaten days later. Food safety became the most important part.” (Sameer)“I walked into the Whole Foods office in a suit, 23 years old, and the guy who greeted me was in cargo shorts and flip-flops. I felt completely out of place.” (Sameer)“Spice is always a trend. Generationally, spice is much more accepted now than when we started the business.” (Sameer)“Rather than discounting, I focus on demos. People need to taste the food and realize how good it is.” (Sameer)“The biggest misconception is that all Indian food is curry and all Indian food is spicy. Not everything is curry, and not all Indian food is spicy.” (Sameer)“We changed the name from ‘alugobi’ to ‘curried cauliflower and potatoes’ and sales doubled. People knew what it was.” (Sameer)“We put in robotic arms for packaging. It increased output, reduced giveaway, and didn’t reduce jobs. Technology has been a game changer.” (Sameer)“Surround yourself with like-minded people, but also fill the gaps you don’t have. You need people who will push you—not just yes men.” (Sameer)