If there’s one thing that Patti Chesney has learned during her tenure in the foodservice equipment industry, it’s that every single employee and individual has something unique and valuable to offer an organization. This is a solid belief that this vice president of merchandising at Hubert Company says has stuck with her — and served her well — throughout her career.
“We all have our strengths and weaknesses, and the magic comes in bringing employees together to optimize their individual strengths. No one person can do it on their own, it’s truly about the team you’re working with,” says Chesney, who recommends other distribution leaders focus on building a strong team, and then be sure to respect and support everyone on that team.
“Be authentic, fair and honest,” she adds. “It will get you a long way.”
Cultivating Long-Term Success
For more than 75 years, Hubert, now a part of TAKKT Foodservices, has been helping foodservice providers create engaging experiences for customers while driving more food sales. The company has partnerships with major vendors, develops private label solutions and maintains a robust inventory in its 550,000-square-foot warehouse.
Of course, you can’t get to the 75-year mark in business without learning a few tricks and tips along the way. Reflecting on the company’s success, Chesney credits “listening to customers and reacting to their needs” as a key element of Hubert’s secret sauce. “Technology has made it very easy for customers to find whatever they are looking for, whether it is the lowest price, best quality or fastest service, they can find it by searching the web,” Chesney explains. “To be successful, a company must be able to set itself apart, differentiate from others in the space and effectively communicate and deliver its specific, unique selling proposition.”
For example, Hubert has always strived to be a leader, identifying and reacting to industry trends like effective merchandising, food safety, labor shortages and most recently, sustainability. “We aspire to solve the problems that customers and the industry are facing,” Chesney says.
Her Biggest Inspiration
Chesney’s biggest inspirations are the people who forced her to think and work through problems on her own. These folks guided her thought process, and then allowed Chesney to see these decisions through while being responsible for the outcome. “I believe that is the best way for people to learn and improve,” she points out. “Mentoring and getting people to stretch beyond what they believe is possible forces them to grow, gain confidence, and ultimately further their careers.”
Throughout her career, Chesney has been involved with several industry organizations and mentor programs, both formal and informal. Those experiences taught her that people tend to do best when they find their own mentors — those people whom they respect and admire — naturally. For that reason, she believes in giving team members the time to seek out and pair up with mentors.
“Giving employees the environment and time to network, work together, and cultivate relationships provides the best opportunity for developing future leaders,” Chesney says. “Being available and showing you’re willing to support them is often the most effective way to mentor.”