Gaithersburg, Md.

5-year Revenue Trend (in $billions)

2020: $8.962

2019: $10.850

2018: $9.6

2017: $9.8

2016: $9.546

Contracts: na

Segments Served

37%—Healthcare/Seniors

32%—Education

31%—B&I

Contact Information  

9801 Washingtonian Blvd.

Gaithersburg, Md. 20878

(301) 987-4000

sodexousa.com

TOP EXECUTIVE

Denis Machuel, CEO

For more, see Sodexo’s full profile page.

Philadelphia

5-year Revenue Trend (in $billions)

2020: $7.367

2019: $9.898

2018: $10.140

2017: $10.230

2016: $10.122

Contracts: na

Segments Served

33%—Education

21%—Sports/Leisure/Corrections

15%—B&I

11%—Healthcare

20%—Facilities/Other

Contact Information

2400 Market St

Philadelphia, PA 19107

(215) 238-3000

aramark.com

KEY EXECUTIVES

John Zillmer, CEO

Tom Ondrof, Executive Vice President/CFO

Marc Bruno, COO, U.S. Food & Facilities

Brad Drummond, COO, Uniforms and Refreshment Services

Carl Mittleman, COO, International

For more, see Aramark’s full profile page.

Buffalo, N.Y.

5-year Revenue Trend (in $billions)

2020: $1.5(e)

2019: $3.3

2018: $3.4

2017: $3.0

2016: $2.8

Contracts: na

Segments Served(e)

50%—Arenas/Stadiums

25%—Transportation

10%—Parks/Recreation

15%—Other

Contact Information  

250 Delaware Ave.

Buffalo, N.Y. 14202

(716) 858-5000

delawarenorth.com

KEY EXECUTIVES

Jeremy M. Jacobs, chairman

Jerry Jacobs Jr., Co-CEO

Lou Jacobs, Co-CEO

Charlie Jacobs, Co-CEO

Christopher Feeney, executive vice president/CFO

Jim Hauser, executive vice president/COO

Robert Wilson, group president, Sportservice, Patina Restaurant Group, U.K.

Scott Socha, group leader, Parks & Resorts, Travel

Amy Latimer, president, TD Garden

E. Brian Hansberry, president, Gaming

Jamie Obletz, president, Travel

Christopher Harter, president, Patina Restaurant Group

For more, see Delaware North’s full profile page.

Charlotte, N.C.

5-year Revenue Trend (in $billions)

2020: $1.250

2019: $1.370

2018: $1.401

2017: $1.200

2016: $0.900

Contracts: 1,432

Business Mix

91%—Dining Operations

4%—Concessions

4%—Catering

1%—Retail/C-stores

Segments Served

27%—K-12 Schools

26%—Seniors

17%—Corrections

14%—College/University

7%—B&I

5%—Hospitals

4%—Museums/Perf. Arts Ctrs.

Contact Information 

300 S. Tryon St., #400

Charlotte, NC 28202

(704) 424-1071

elior-na.com

TOP EXECUTIVE

Olivier Poirot, president/CEO

For more, see Elior’s full profile page.

Bethesda, Md.

3-year Revenue Trend (in $billions)

2020: $0.978

2019: $2.950

2018: $2.822

2017: $2,707

2016: $2.610

Locations: 200 (e)

Segments Served

100%—Travel

Contact Information

6905 Rockledge Dr., Bethesda, Md. 20817

(866) 467-4672

hmshost.com/

TOP EXECUTIVE

Steve Johnson, President & CEO

COVID-related initiatives

HMSHost operates in more than 120 airports around the countries and over 80 travel plazas in North America. Airports make up 86% of HMSHost’s business in North America, with motorways (i.e., travel plazas) constituting the remainder. When the COVID-19 pandemic hit, the company closed nearly 80% of its store locations, a number that gradually declined as the year went on and was down to just under half (49%) by year’s end. The company’s airport business in 2020 dropped to generating just $804 million, compared to $2.527 billion in 2019, while travel plazas went from $402 million to $167 million over the same period.

In its 2020 annual report, HMSHost parent Autogrill notes that “the domestic market is moderately recovering at US airports, but the collapse in long-haul traffic hits the big hubs” while at motorways, “passenger vehicles continue to trend at lower rates than before mid-March 2020.” Looking ahead to 2021, it says that the “North American [airport] traffic is expected to benefit from an earlier recovery in the US domestic market.”

Bensalem, Pa.

3-year Revenue Trend (in $billions)

2020: $0.865

2019: $0.931

2018: $1.035

2017: $887

2016: $606

Locations: 1,500

Segments Served

100%—Healthcare

Contact Information

3220 Tillman Drive, Suite #300

Bensalem, Pa. 19020

(800) 363-4274

hcsgcorp.com

TOP EXECUTIVE

Ted Wahl, president/CEO

COVID-related initiatives

Healthcare Services Group operates housekeeping, laundry, linen, facility maintenance and dietary service to more than 3,000 healthcare facilities across the country, including nursing homes, retirement complexes, rehabilitation centers and hospitals, and claims to be the largest provider of housekeeping and laundry management services to the long-term care industry in the United States. The company’s Top 50 listing is confined to revenues generated by its dietary services unit, which offers food purchasing, meal preparation and professional dietitian services to about 1,500 of the company’s clients. The dietary services unit had a 7.1% revenue decline in fiscal 2020, as opposed to only a 1.6% decline in the housekeeping unit.

In response to the COVID-19 pandemic, it implemented significant operating environment changes that it determined were in the best interest of employees, as well as the communities in which it operates, and which comply with government regulations. This included having the vast majority of its corporate and field management personnel work from home, while implementing additional safety measures for employees continuing critical on-site work. All employees receive documented, annual training on HSG’s Environmental, Health and Safety Policy and are responsible for upholding and operating within the guidelines of this policy to ensure the business complies with all environmental and health and safety laws and regulations applicable to its operations.

Warren, Ohio

3-year Revenue Trend (in $millions)

2020: $604

2019: $815

2018: $765

2017: $725

2016: $650

Locations: na

Business Mix

42%—Dining Operations

26%—Retail/C-stores

21%—Vending

5%—Office Coffee

4%—Catering

1%—Concessions

1%—Facilities Services

Segments Served

45%—B&I

26%—Hospitals

19%—College/University

5%—K-12 Schools

1%—Corrections

1%—Military

1%—Government Facilities

1%—Transportation

0.5%—Arenas/Stadiums

0.5%—Convention/Conference Ctrs.

Contact Information 

2590 Elm Road NE

Warren, Ohio 44483

(330) 372-6000

avifoodsystems.com

TOP EXECUTIVE

Anthony Payiavlas, President/CEO

COVID-related initiatives

With demand for portability, AVI has found great success in offering chef-inspired bowls that are portable, convenient and have layers of fresh flavors. This has helped reduce packaging while keeping foods at proper temperature and responding to customer demands for increased convenience. With many of its produce/salad bars being temporarily suspended, AVI introduced the Chick-a-Rita program focused on innovative chicken salad recipes that are featured in sandwiches, wraps or on a bed of greens to capture this audience. Also, as a result of the COVID-19 environment, AVI implemented a detailed Welcome BACK! program for account to adapt to the ever-changing environment.

Reston, Va.

3-year Revenue Trend (in $millions)

2020: $601

2019: $760(e)

2018: $690

2017: $675

2016: $625

Contracts: 250

Business Mix

52%—Dining Operations

35%—Facilities Services

5%—Retail/C-stores

5%—Vending

2%—Catering

1%—Office Coffee

Segments Served

43%—B&I

32%—College/University

10%—Hospitals

8%—Museums/Perf. Arts Ctrs.

3%—Conference/Convention Ctrs.

2%—K-12 Schools

1%—Arenas/Stadiums

1%—Transportation

Contact Information

1741 Business Ctr. Dr., Suite 200

Reston, Va. 20190

(703) 757-5500

Thompsonhospitality.com

TOP EXECUTIVE

Warren Thompson, President/CEO

COVID-related initiatives

As with most companies in the hospitality space, COVID-19 had a devastating effect upon all aspects of Thompson’s business, with restaurants, corporate dining, colleges/universities and K-12 feeding all closed and many not yet reopened with no clear sign as to when they will. When accounts and restaurants do reopen, the company has been hyper-focused upon safety and finding new ways to serve clients while observing necessary safety protocols such as masks and social distancing. Carryout has become the rule rather than the exception, requiring Thompson to focus upon assuring guests that the food and packaging are safe and will “travel well.” This has been particularly important in Higher Education accounts, where students as well as faculty and staff rely on Thompson’s services as the only food option in some of their locations. Being able to provide packaged food while retaining flavor and variety has been a challenge to which the company has risen while continuing to use the sustainable packaging that has remained a priority for it. Meanwhile, Thompson’s Facilities Management division has developed a niche in COVID remediation services for both college/university and corporate clients.

Scottsdale, Ariz.

3-year Revenue Trend (in $millions)

2020: $460

2019: $448

2018: $350

2017: $317

2016: $233

Contracts: 160

Business Mix

100%—Dining Operations

Segments Served

100%—K-12 Schools

Contact Information

9366 E Raintree Dr.

Scottsdale, Az. 85260

(480) 551-6550

sfellc.com

TOP EXECUTIVE

Monty Staggs, CEO

COVID-related initiatives

SFE was well positioning to pivot quickly to changing districts needs during the COVID-19 crisis as it was already committed to working with clients to create custom solutions and modify menus and service models to meet evolving needs. Like many K-12 meal providers, SFE modified menus to offer take home, in-classroom and in-café meals options but also has remained committed to using as many fresh, wholesome ingredients as possible. It has also continued to innovate with new menu items such as a hand-pressed, fresh Angus Beef burger and Tangy BBQ and Spicy Buffalo Chicken Sandwiches. Meanwhile, the safety of its food, teams and customers remain the top priority. In addition to its standard safety protocols, SFE immediately required mandatory temperature checks and health screenings for all associates as well as mask and social distancing requirements. Recognizing the important role frontline associates play in their communities and the responsibility the company has to its students and districts, SFE honored its frontline associates with a HERO Bonus in recognition of their hard work and commitment to nourishing students throughout the pandemic.

SFE teams have gone above and beyond to ensure all children have access to healthy, delicious meals. They have manned pickup sites at schools, local parks and community centers; ridden alongside district transportation teams to deliver meals to neighborhood pickup sites and to students’ front doors; partnered with their districts to expand meal options to include dinner, weekend,and holiday meals; and they have helped their districts earn over $2.5 million in grant funds to purchase new equipment, service supplies, and additional fruit and vegetable varieties. In addition, SFE has launched SFE To Go, a mobile ordering solution that allows for contactless ordering, pickup or delivery to its districts.

San Antonio, Texas

3-year Revenue Trend (in $millions)

2020: $403

2019: na

2018: na

2017: $362

2016: na

Contracts: 203

Business Mix

90.9%—Dining Operations

4.6%—Office Coffee

4.4%—Catering

0.1%—Retail/C-stores

Segments Served

95.5%—B&I

2.3%—Hospitals

1.3%—Transportation

0.7%—College/University

0.2%—Museums/Prf. Arts Ctrs.

Contact Information

1017 Central Parkway North, Ste. 100

San Antonio, Texas 78232

(210) 495-6021

Guckenheimer.com

TOP EXECUTIVE

Paul Fairhead, CEO

COVID-related initiatives

Due to COVID, and to support broader supply chain alignment, ISS Guckenheimer tailored its menus and programs to meet the needs of clients’ changing population needs. This included supporting tailored menu selections that supported smaller office operations as well as the introduction of solutions that focused on non-office environments. The solution for non-office environments was intended to reach essential employees that may have difficulty accessing fresh food options, including workers in the manufacturing, healthcare and distribution spaces. In addition, to support local communities, programs were established to bring independent restaurants safely into corporate spaces to promote growth. All of the company’s menu changes were based on its foundational value of delivering the highest quality of menus and culinary needs of clients.

Also in 2020, ISS Guckenheimer kicked off Project BlueBird to meet the ever-changing needs of clients in a COVID environment and beyond. Looking ahead and knowing the landscape of how its operations would be impacted longer term, the company aimed at defining solutions that helped clients continue to engage their colleagues and enable community and culture. In addition, ISS Guckenheimer knew COVID solutions needed to be agile and quick to market so the concepts explored during the pandemic ranged from recognizing the need to redirect some traffic out of the traditional café but still within the client site—such as leveraging technology to create destination drop off service—to curating in-home activations in the form of virtual lunch-and-learn and cooking class programs. The result of this work is an upcoming suite of products that it has created to support hybrid employees that work both in office and at home.

Dallas, Pa.

3-year Revenue Trend (in $millions)

2020: $358.464

2019: $441.830

2018: $385.246

2017: $279.375

2016: $258

Contracts: 395

Business Mix

89%—Dining Operations

7%—Catering

1%—Vending

3%—Other

Segments Served

36%—Hospitals

30%—College/University

20%—K-12 Schools

9%—B&I

5%—Senior Dining

Contact Information

Two Woodland Drive

Dallas, PA 18612

(800) 675-2499

metzculinary.com

TOP EXECUTIVES

John C. Metz Sr., executive chairman

Jeff Metz, president/CEO

COVID-related initiatives

Some of Metz’ initiatives and accomplishments in the past year included:

• The rebranding and upgrading of its grab-and-go program, Chef Fresh, to better reflect the chef-inspired and freshly prepared grab-and-go menu items that Metz chefs added to the program. The demand for fresh and unique grab-and-go options is at an all-time high, and the rebranded program helps meet these needs. Some of the new items include vegetarian power bowls, Mediterranean lentil and white quinoa shaker salad and the company’s pineapple strawberry coconut chia bowl;
• The conversion of self-serve salad bars into new Pop-Up Pantries that offered a variety of grocery, produce and sundry items for guests to purchase and take home. With product shortages at the grocery store, guests were happy to be able to get these items while at work and many accounts also offered a variety of family-style meals-to-go for guests to take home. These meals, designed for four to six people, became instant hits; and
• The culinary and catering teams worked together to create Metz’s newest Catering Idea Book in 2020 that featured a wide variety of contactless and low-contact catering options. The new rollout featured COVID catering best practices and new, creative disposables and small wares, all with safety in mind.

Also, the Metz Safety Guarantee has been in place at all locations throughout the COVID pandemic, representing the company’s promise and commitment to the health and well-being of its guests and each other throughout the pandemic. It includes what guests can expect from Metz, such as daily temperature checks, proper protective equipment, clean and sanitized dining areas, frequent hand washing and plexiglass barriers.

Meanwhile, online and advanced ordering were a must during 2020, and Metz added online and advanced order to many of its accounts, including in the higher education, corporate dining and healthcare areas. Even in K-12 the company added easy online forms for parents to complete to order breakfasts and lunches for their children who were learning remotely or in a hybrid mode at school. This helped Metz mangers at the schools get accurate counts of the meals needed daily and/or weekly.

In K-12, Metz teams worked with client partners in creative ways to get meals to students who were remotely learning. This included utilizing the schools’ busing systems to deliver meals to students throughout the districts. In addition to bus delivery, client schools had curbside meal pick-ups and the company sent home meals with students and parents in districts that offered hybrid models.

In its senior living accounts, dining teams worked to keep residents engaged and happy even if they couldn’t socialize in the dining rooms and restaurants. They had mobile delivery carts such as hot dog street carts, carnival carts and ice cream sundae carts visit residents’ rooms, with delivered meals often including uplifting and fun notes from Metz team members.

Ashburn, Va.

3-year Revenue Trend (in $millions)

2020: $310

2019: $600

2018: $515

2017: na

2016: na

Contracts: 35(e)

Segments Served

100%—Transportation

Contact Information

20408 Bashan Drive, Suite 300

Ashburn, Va. 20147

(703) 729-2333

www.foodtravelexperts.com

TOP EXECUTIVE

Michael Svagdis, CEO

New York

3-year Revenue Trend (in $millions)

2020: $250(e)

2019: na

2018: na

2017: na

2016: na

Contracts: na

Segments Served

100%—Sports/Entertainment

Contact Information

61 Broadway, Suite 2400

New York, N.Y. 10006

(212) 317-3200

legends.net

TOP EXECUTIVE

Shervin Mirhashemi, president/CEO

Meridian, Idaho

3-year Revenue Trend (in $millions)

2020: $225(e)

2019: $270

2018: $245

2017: $225

2016: $190

Contracts: na

Segments Served(e)

65%—Hospitals

20%—Senior Dining

15%—B&I

Contact Information

700 East Franklin Road

Meridian, Idaho 83642

(208) 884-5766

thomascuisine.com

TOP EXECUTIVE

Mark Kadell, president/CEO

Islandia, N.Y.

3-year Revenue Trend (in $millions)

2020: $208.382

2019: $182.250

2018: $171.790

2017: $175.726

2016: $162

Contracts: 167

Business Mix

70%—Dining Operations

30%—Other

Segments Served(e)

80%—K-12 Schools

20%—Senior Dining

Contact Information

1800 Motor Pkwy.

Islandia, N.Y. 11749

(631) 424-2700

whitsons.com

TOP EXECUTIVE

Paul Whitcomb, President/CEO

COVID-related initiatives

Navigating an unprecedented pandemic has been challenging, but Whitsons quickly adapted, with its teams working diligently to restore innovative and comprehensive services in the communities that it serves. Here is a look at the many different ways that the company rose to the challenge to make school nutrition programs convenient, personalized and engaging.

Grab-and-go kiosks: Grab-and-go has become an important and much needed option and in response, Whitsons set up meal distribution kiosks at all entrances and in public spaces so students could quickly grab their breakfast and lunch bundles on the go. The meal bundles are properly and safely sealed and ready for students when they arrive at the kiosk in order to limit social interaction time when serving meals as required.

Home delivery: In several communities that Whitsons serves, it has recognized that some families might face challenges in picking up meals during specific pick-up hours, whether because they lack transportation, work or are sole caretakers who could not leave their home. In response, it decided to implement a home-delivery solution, where possible, that helps families in need get the meals they deserve. Twice a week, local teams load up trucks and deliver grab-and-go meals to hundreds of families in their communities, in all weather conditions.

Meal packs: Whitsons began offering multi-day meal packs for virtual learners that include both breakfast and lunch meals for various amounts of days. This option is especially helpful because it allows parents/guardians to provide meals for their children for multiple days without having to drive up to the school for daily a pickup, ultimately limiting social interactions and keeping everyone safe.

Take & bake: Whitsons now offers Take & Bake meals for weekends and holiday breaks, which include all necessary ingredients for students (and their parents/guardians) to make their own fresh tacos, Caesar salad and pizzas. This offering complements the Meal Pack option because it adds more variety to at-home meals and encourages a fun family experience as well.

Lucky Bag Day. Similar to its traditional Lucky Tray Day, Whitsons decided to keep that program going with Lucky Bag Day by simply adding a treat, sticker or toy to pick-up meal bags on certain days—without advertisement so it’s a big surprise. Other promotional efforts to keep the dining program engaging have included Student Appreciation Days with free cookies, sending home encouraging notes with meal packs and adding hot chocolate packets on chilly days.

Nutrition Safari characters: Even though virtual learning was used in many of the communities Whitsons serves, it still felt it important to promote health and good nutrition and one fun way to do that was to station its Nutrition Safari characters at the pick-up lines in elementary schools. There, the Safari team greets students while they remain in their cars and drive through the meal pick-up line, reminding students to eat healthy by handing out healthy snacks to all.

Lettuce Tell You How We Miss You: The staff assembled posters for remote learning students to see when picking meals up, including drawings such as hearts and rainbows and messages like “We miss you.” The team holds their posters up as the cars drive through the pick-up line,

and children love seeing the team with these welcoming messages while making parents understand how much the team misses the students.

Menu viewing app. Whitsons introduced a custom-designed menu viewing application, which brings menu planning, nutrition information, meal ingredients and real-time allergen information to the fingertips of students, parents and school district staff. The streamlined interactive menus also provide customers with easy access to school menu information anytime from any mobile device or PC. Customers can even build their own meals to view various combinations of nutritional and allergen information based on meal component selections, which is particularly helpful when dietary restrictions are present. The company has also added a preorder option to its menu viewing app that lets customers preorder meals from a mobile device. This new feature has been especially helpful throughout the pandemic because it allows Whitsons to limit face-to-face interactions during meal service.

Emergency Nutrition Services (ENS). In response to growing concerns over food insecurity across the nation, Whitsons ownership decided to dedicate resources and shared expertise into a new entity focused solely on the provision of disaster and emergency food relief during times of crisis and as an ongoing resource for those in need. This new ENS entity builds on existing resources of more than 40 years of experience in emergency nutrition services and over 20 years in large-scale emergency response. It now operates independently to provide emergency dining services for a wide range of situations and to date has delivered over 54.2 million pounds of food to those affected by the pandemic. ENS offers a variety of cost-effective, shelf-stable and fresh, emergency meal solutions for organizations such as food banks; community, faith-based and other nonprofit organizations; senior citizen facilities; government and military programs; and natural disaster preparedness programs. The ENS team is also well versed in providing first response and 24-hour dining services in all types of emergency situations, including natural and man-made disasters, human resource emergencies, equipment failures, building damage and power outages. It specializes in managing the entire process, from supply chain management to distribution logistics, to overseeing non-profit partnership relationships and the adherence of contract compliances.

Philadelphia

3-year Revenue Trend (in $millions)

2020: $200(e)

2019: $445

2018: $408

2017: $376

2016: $352

Contracts: na

Segments Served(e)

35%—Stadiums/Arenas

20%—Parks/Recreation Ctrs.

15%—Museums/Performance Arts Centers

15%—College/University

10%—Convention/Conference Centers

5%—Casinos

Contact Information

150 Rouse Blvd., 3rd Floor

Philadelphia, Pa. 19112

(267) 951-2250

spectraexperiences.com/food

TOP EXECUTIVE

Dave Scott, CEO

Fairfax, Va.

3-year Revenue Trend (in $millions)

2020: $181

2019: $460

2018: $468

2017: $460

2016: $443

Contracts: na

Segments Served(e)

35%—Government

20%—Senior Dining

20%—Military

10%—Parks/Recreation Centers

10%—Hotel/Resort

5%—B&I

Contact Information

3055 Prosperity Ave.

Fairfax, Va. 22031

(703) 849-9300

guestservices.com  

TOP EXECUTIVE

Gerard Gabrys, CEO

COVID-related initiatives

While Guest Services undoubtedly was heavily impacted by the COVID pandemic, the company’s 2020 revenue figure was also affected by the sale in the first quarter of its Lancaster Foods division. It subsequently acquired several large recreation contracts throughout the Midwest as well as additional units in varying lines of business.

As for its response to the pandemic, Guest Services launched its internal culinary initiative, The Culinary Forum, a dynamic group of its top culinarians and chefs to discuss, evaluate and continuously elevate its culinary programs and these discoveries will drive specific actions within its operations. The Forum is a meeting platform for addressing current and past challenges, promoting solutions, training/showcasing new additions to culinary programs and fostering innovation of the company’s culinary objectives. Those core objectives include, but are not limited to, driving innovation, creativity and the sharing of best practices amongst its top chefs, which can ultimately be disseminated throughout the company; promoting compliance from the ground up in terms of menu design, recipe manufacturing, promotions, food display, food safety, inventory management, recipe cost and MOG; and capitalizing and promoting standards and uniformity through its proprietary FareShare recipe database and its GoBeFull health and wellness program.

During the pandemic Guest Services also began rollout of the Paytronix solution called OpenDining that offers online ordering through a mobile-responsive website that it will clear through client security protocols and which has extreme flexibility that allows it to offer services for client consideration and approval. Its capabilities include online ordering for a designated pick-up window of time at a designated location, the labeling of each package for pick up with a receipt identified by a specifically assigned order number, payment by credit or debit card on-line, flexibility to allow for ingredient modifications and side order identifications and giving customers a place to leave comments about the service on the site.

Dripping Springs, Texas

3-year Revenue Trend (in $millions)

2020: $180.492

2019: $142.690

2018: $129.300

2017: $107.854

2016: $89

Contracts: 102

Business Mix

100%—Dining Operations

Segments Served

88%—Hospitals

11%—Senior Dining

1%—College/University

Contact Information

12495Silver Creek Rd.

Dripping Springs, Texas 78620

(800) 229-2028

hhs1.com

TOP EXECUTIVE

Dirk Noteboom, President of Culinary and Nutrition

COVID-related initiatives

The immediate goal of HHS’s culinary programs during the COVID crisis was to keep customers safe while also maintaining a high level of food quality. It provided contactless grab-and-go stations and adjusted patient delivery systems that ensured a safe, pleasant experience.

With much of its client base being in the healthcare industry, the company knew it needed to do everything it could to support frontline staff. It began offering grocery-style items such as milk, bread and other household necessities to healthcare workers that otherwise couldn’t access these things due to limited store hours and availability.

In addition to the adjustments made because of COVID-19, HHS also developed a corporate patient menu that provided chefs and directors with regional options to give patients a dining experience they were more familiar with. Seven- and 28-day patient menus were implemented that trended to the average age of the facility’s patient population. It also developed a portal so its chefs could access these patient menus and recipes and track inventory.

Customer safety was and continues to be a top priority as HHS installed social distancing and mask requirements consistent with CDC guidelines and local mandates. It also began strict screening procedures for vendors who delivered food and staple items to ensure maximum safety at all points of contact.

The company also eliminated all non-essential workers in food preparation areas, required frequent temperature checks for all team members and provided a streamlined procedure for employees to notify leaders in case of illness. It also worked to keep proper PPE available to all team members and guests.

To keep its cafes safe, HHS outfitted the dining spaces with signage and reduced seating availability to enforce safe social distancing practices. It also implemented contact tracing systems and introduced remote training for new hires to reduce the possibility of any transmission of COVID-19.

Syracuse, N.Y.

3-year Revenue Trend (in $millions)

2020: $154.218

2019: $188.000

2018: $167.899

2017: $161.260

2016: $154

Contracts: na

Segments Served(e)

50%—B&I

30%—College/University

15%—K-12

5%—Other

Contact Information

124 Metropolitan Drive

Syracuse, N.Y. 13088

(800) 466-9261

adc-us.com

TOP EXECUTIVE

Martin Wells, CEO

COVID-related initiatives

ADC/AFV was able to navigate through the pandemic focusing on three major principles:

• Protect—It immediately increased safety measures across the country. With direction from the CDC and WHO it quickly and effectively built a rigid and robust safety guide for its organization to follow.
• Pivot—Next, it took each and every one of its dining concepts and ran it through its safety protocol. If any concept did not meet or exceed the protocol listed, it was modified to ensure that it would. For example, the most successful pivot turned out to be the Greens & Grains grain and salad bar, which was completely converted to Greens & Grains 2 go, a COVID-safe, fully customizable salad bar.
• Promote—Promoting and, more importantly, communicating with the customer has never proven so important and effective. Not only was it imperative to communicate safety efforts and measures taken to protect customers’ dining experience but ADC also found it equally important to continue to innovate, excite and impress. It needed to remind patrons that this was temporary and one could still enjoy their dining experience dining in ADC eateries. The company wanted to make sure patrons didn’t feel like it was giving up, holding back or taking away what they had come to know and love. As an example, ADC began its “DINE SAFE, DINE WELL, DINE CONFIDENT” campaign in early April to outline its efforts around safety and promote highly desirable menu items that were hard to come by in street retail, much of which was closed at the time. 

Atlanta

3-year Revenue Trend (in $millions)

2020: $150(e)

2019: na

2018: na

2017: na

2016: na

Contracts: na

Segments Served(e)

40%—B&I

40%—College/University

20%—Other

Contact Information

260 Peachtree St NE, Suite 1500

Atlanta, Ga. 30303

(404) 876-5700

gourmetservicesinc.com

TOP EXECUTIVES

Nathaniel Goldston, chairman

Valerie Goldston, chair/CEO, Gourmet Companies

Irwin, Pa.

3-year Revenue Trend (in $millions)

2020: $147

2019: $186

2018: $167.1

2017: $164.5

2016: $155

Contracts: 576

Business Mix

98%—Dining

1%—Concessions

1%—Other

Segments Served(e)

78%—K-12 Schools

21%—Senior Dining

1%—Corrections

Contact Information

580 Wendel Road, Suite 100

Irwin, Pa. 15642

(888) 272-8016

thenutritiongroup.biz

TOP EXECUTIVE

Ed Caswell, CEO 

COVID-related initiatives

Consistency in food availability and other essentials such as cleaning items (sanitizers and disinfectants) and paper goods (gloves, bags, takeout containers, etc.) presented potential challenges, especially at the initial onset of school closures in March 2020, for Nutrition Group. It implemented a number of strategies to overcome those challenges including creating standardized menus to ensure a nutritious balance, which gave it the capability to accurately project needs and usage; providing options and tools to assist each district administration in deciding the most advantageous scenario to provide meals to students; remaining in daily communication with vendors and manufacturers to evaluate and adjust as needed to accurately forecast short-term and long-term needs and usage; and leveraging the proximity of the districts it manages and manpower to ensure product and service availability.

In addition, the Nutrition Group leveraged technology across multiple channels to operate effectively and serve customers safely and efficiently during the COVID crisis. Its new marketing director created cross-channel integrated campaigns to provide content for digital and traditional platforms such as dynamic social media, email, web, print and direct marketing, ensuring each district’s community has access to free, nutritious meals.

The company’s Annual Summer Seminar and Professional Development Days, which present relative content for industry updates and training, was conducted companywide in a virtual format to ensure its food service directors and hourly staff are equipped with the most current information.

It also launched virtual resources for students and parents, including videos that feature reheating and storage instructions for take-home meals as well as nutrition education with Nutrition Group’s signature mascots Molly the Cow and Calvin the Calf.

Finally, to acknowledge the efforts of its staff, Nutrition Group created the TNG Cares Program, which recognizes and celebrates extraordinary acts of care and concern, including associates who personally delivered meals to students and families that experienced challenges picking up meals from school, others who created handmade cards to accompany take-home meals and those who demonstrated an "all-in, whatever-it-takes" effort to be flexible when schools must close on short notice, or when a hybrid model requires them to package meals for distance and virtual learners while they continue to prepare and serve meals to the students that are at school that day.

Minnetonka, Minn.

3-year Revenue Trend (in $millions)

2020: $136

2019: $148

2018: $141

2017: $131

2016: $121

Contracts: 282

Business Mix

83%—Dining

5%—Retail/C-stores

3%—Vending

1%—Office Coffee

8%—Other

Segments Served(e)

75%—K-12 Schools

14%—B&I

5%—Government

4%—College/University

2%—Food Production for External Clients

1%—Senior Dining

Contact Information

5570 Smetana Drive

Minnetonka, Minn. 55343

(952) 945-0505

Taher.com

TOP EXECUTIVE

Bruce Taher, president/CEO 

COVID-related initiatives

Because Taher has four company-owned production kitchens in various states, the company began producing pre-packaged fresh and frozen school lunch meals to be sold to Taher locations that were closed, and also non-Taher owned facilities that needed to provide daily breakfast and lunch for low-income families during school shutdowns. In addition, to continue to operate effectively during the pandemic period, Taher deployed strategies to control inventory, intensely monitor receivables and put tighter control on when to purchase product.

Homestead, Pa.

3-year Revenue Trend (in $millions)

2020: $130

2019: $240

2018: $225

2017: $198

2016: $182

Contracts: na

Business Mix

75%—Dining

15%—Retail/C-stores

10%—Catering

Segments Served(e)

85%—College/University

15%—B&I

Contact Information

285 E. Waterfront Drive, Ste 200

Homestead, Pa. 15120

412-461-2000

parkhurstdining.com

TOP EXECUTIVE

Jeff Broadhurst, president/CEO 

COVID-related initiatives

Parkhurst’s goal since the outset of the pandemic has been to continue to safely offer guests incredible food experiences and to spark joy through dining. From a culinary perspective, it met the needs of guests with five new chef-driven virtual retail brands skillfully crafted to appeal across a broad range of consumers, crossing all major food categories that are guests’ favorites. The virtual brands were offered through Parkhurst’s online ordering platforms, allowing it to flex its current operations, redefining its kitchens and retail venues, which is critical while serving guests safely and effectively during a pandemic.

To support the catering needs of clients and guests, the company implemented a reduced-contact catering program. Its specialized catering menus prioritized safety without sacrificing quality, freshness variety or visual appeal.

Parkhurst continued to focus on engaging its guests by adapting their favorite events to become socially distanced, including outdoor progressive meals, pop-up dining concepts, theme-meals-to-go and virtual cooking classes.

Attention was also placed on utilizing its culinary talents to support the local communities in which it serves. To that end, Parkhurst developed a virtual grocery store model through which campus neighbors can access tasty and fresh chef-made meals for their families. The virtual store also includes a large variety of grocery items, from canned goods to much needed paper products.

In addition, Parkhurst has remained laser focused on the safety and wellness of team members and guests. The efforts started extremely early in the onset of the pandemic with the creation of the Guest Trust Roadmap. Developed by the Parkhurst Guest Trust Taskforce, the Guest Trust Roadmap included a multidisciplinary approach, pulling together a team of experts within the organization, including operations, marketing, communications, safety & sanitization and supply chain.

The Roadmap allowed Parkhurst teams to be fully prepared for a safe reopening of its dining services across partner locations. The preparedness included:

• Supply chain resources for masks, gloves, touchless thermometers, plexiglass barriers and disinfectant as well as guidance on thoughtful menu planning to account for disruptions to the supply chain.
• COVID-19 Vendor Requirements to ensure safe food practices throughout the supply chain.
• A powerful toolkit from the company’s award-winning Safety and Security team, including a Daily COVID-19 Compliance Checklist, State-by-State guidance document regularly updated with changing guidelines, and COVID-19 specific team member training elements.
• The development of Parkhurst’s Safety Ambassador program to designate team members at each site in a role that requires educating guests and fellow team members about what is different, what they can do to stay safe, and what Parkhurst has done to keep them safe.
• Strategic Communications Plans spanning daily, weekly, monthly, and as needed touchpoint rhythms for team members, guests, and client stakeholders.
• Guest-facing signage communicating safety measures and the addition of a photo on team member name badges to show the smiling face beneath the mask.
• Reduced Contact Catering menus that prioritize safety without sacrificing quality, freshness, variety or visual appeal.

Troy, Mich.

3-year Revenue Trend (in $millions)

2020: $125(e)

2019: $162.5

2018: $134

2017: $112

2016: $101

Contracts: 450(e)

Business Mix(e)

25%—Dining Services

25%—Retail/C-stores

25%—Vending

25%—Other

Segments Served(e)

40%—B&I

20%—Hospitals

15%—College/University

25%—Other

Contact Information

700 Stephenson Hwy

Troy, Mi. 48083

(248) 414-1700

continentalserves.com

TOP EXECUTIVE

Mitch Kusiak, senior executive vice president 

Great River, N.Y.

3-year Revenue Trend (in $millions)

2020: $120

2019: $135

2018: $120

2017: $103

2016: $102

Contracts: 90

Business Mix

45%—Catering

35%—Dining Services

20%—Other

Segments Served

40%—College/University

30%—B&I

30%—K-12 Schools

Contact Information

3500 Sunrise Highway, Bldg 100, Suite 100

Great River, N.Y. 11739

(631) 567-8200

lessings.com

TOP EXECUTIVE

Michael Lessing, president/COO

COVID-related initiatives

Lessing’s adapted quickly to the changes needed for COVID-19 protocols. It closed down all self-serve stations, made each location a safe place to work by putting up barriers at all registers and food service lines, reduced the number of tables and seats and enforced mask, hand washing and cleaning rules. It also created a guide for all managers to follow and teach their staff best COVID-19 practices.

All the self-service stations that the company shut down became outlets serving quick to-go items so customers and staff would not interact with each other. It also sped up the time customers had to be in the café, so they had less exposure to each other.

Otherwise, the biggest adjustments involved technology. Lessing’s implemented online ordering at most locations as well as kiosk and app-based systems so customers are now able to order ahead of time, then pick up their order on a dedicated station. This also enables them to get in and out very quickly with limited exposure. The company has also been testing a few different ghost kitchen concepts to help build sales. These are app-based delivery concepts in locations where Lessing’s already has labor and wants to build sales without much additional investment or payroll.

Zeeland, Mich.

3-year Revenue Trend (in $millions)

2020: $97.911

2019: $130

2018: $125

2017: $100

2016: $91

Contracts: 72

Business Mix

83.6%—Dining Services

11%—Retail/C-stores

5.1%—Catering

0.2%—Concessions

0.1%—Vending

Segments Served

60.8%—College/University

25.5%—B&I

7.6%—Convention/Conference Ctrs.

5.2%—Senior Dining

0.5%—K-12 Schools

0.1%—Hospitals

0.1%—Museums/Perf. Arts Ctrs.

0.2%—Other

Contact Information

1 Royal Park Dr., Suite #3

Zeeland, Mi. 49464

(616) 748-1700

lessings.com

TOP EXECUTIVE

Jim Eickhoff, president/CEO

COVID-related initiatives

CDS held virtual cooking demonstrations for its onsite culinary teams led by its Culinary Innovations Council members. The demos featured a variety of recipes that leverage SKU optimization with simple, quality-driven ingredients that can be executed in the kitchen with minimal steps to ensure safety with social distancing. These recipes were also designed in a way that they maintain their integrity for take-out purposes—in other words, they travel and even reheat well.

The campus onsite culinary teams leveraged Instagram TV and Facebook Live for interactive cooking events with students to provide interaction and community, such as “pick up a meal kit, and cook along with the chef.” CDS executed a “Cook dinner with the University President” live demo program where it provided students all the ingredients they needed to make a delicious dinner in a dorm room with only a microwave.

The pandemic had the company’s student populations craving comfort foods, which it provided but with a plant-forward and global-flavor twist such as vegan pancakes and noodle bowls.

Its teams did a quick pivot to salad barista service where salads are customized in front of the guest, along with expanded grab-and-go salads options. In some locations, CDS even turned salad bars into mini markets for essentials like eggs, milk and fresh produce, as well as meal kits to minimize diners’ needs to stop at the grocery store.

The company also partnered with the Humane Society of the United States to add 60 unique plant-based menus for its menu cycles.

The volume decrease CDS reports for 2020 is primarily due to 25% of its business and industry clients being closed due to COVID-19.

To adjust, the company implemented a leading culinary software platform across all accounts for recipe saving and sharing to streamline efficiencies. It is used to house data for accurate purchasing and production, to improve inventory accuracy and to easily scale menus, all in one place, resulting in reduced food and labor waste. The platform’s many front-of-house capabilities provide customers with complete, consistent and accurate nutritional and allergen information, as well as offering an online calendar with menus and an app for mobile ordering.

In addition, CDS formed a COVID-19 Task Force composed of six operations directors representing each market segment it serves to create a virtual playbook that makes real-time adjustments based on guidance provided by the CDC, The World Health Organization, state and local government health codes and executive orders and the National Restaurant Association. This playbook can be downloaded and shared with clients to embed in their overall COVID-19 preparedness plan. Additionally, the playbook is filled with over 50 links to resources such as employee health assessments, printable signage and back-of-house pre-service checklists. The playbook was delivered companywide with multiple mandatory webinars, virtual town halls and online newsletters.

CDS also continues to add direct-to-farm purchasing partnerships to its FARMSTEAD program, and it expanded partnerships with three regional food hubs in Central Indiana, Central Ohio and the Colorado Springs area.

Finally, in order to fight food insecurity, the company donated 100,000 meals to Feeding America on a corporate level in 2020. It also donated corporate workweek time and workforce members to pack holiday boxes for local hunger relief agencies and supports campus clients that are partnering with Swipe Out Hunger, a national program to help food insecure university students.

Flowood, Miss.

3-year Revenue Trend (in $millions)

2020: $75

2019: $79

2018: $79

2017: $77

2016: $76

Contracts: 155

Business Mix

90%—Dining Services

10%—Catering

Segments Served

40%—College/University

20%—K-12 Schools

15%—Senior Dining

10%—Boarding Schools

5%—B&I

5%—Hospitals

5%—Club Management

Contact Information

1000 Red Fern Place

Flowood, Ms. 39232

(601) 326-8160

mmihotelgroup.com

TOP EXECUTIVE

Ronald Cockayne, president

Fairfield, N.J.

3-year Revenue Trend (in $millions)

2020: $71.741

2019: $91.457

2018: $88.400

2017: $80.9

2016: $79

Contracts: 107

Business Mix

95%—Dining Services

5%—Vending

Segments Served

100%—K-12 Schools

Contact Information

3 Edison Place

Fairfield, N.J. 07004

(973) 882-8070

pomptonian.com

TOP EXECUTIVE

Mark Vidovich, president

COVID-related initiatives

Pomptonian started the year expanding its farm-to-school program and creating recipes for nutritious new entrees for the students it serves. As a school food service provider, its entire business changed instantly with the start of the COVID-19 pandemic. All the cafeterias were shut down and Pomptonian quickly developed an emergency plan to feed students remotely.

The company said it is very proud of its cafeteria workers, who put aside their personal fears and developed new feeding programs. They also had to monitor and adjust to ever-changing regulations affecting how meal service should be accomplished. The staff expanded on their knowledge of how to properly prepare meals in the COVID-19 environment, set-up grab-and-go stations, and in many cases, for roadside pick up by parents. To acknowledge the heroic efforts of its people, Pomptonian ordered lawn signs celebrating its Lunch Room Heroes to show appreciation for the exceptional work, professionalism and flexibility they all demonstrated.

Manchester, N.H.

3-year Revenue Trend (in $millions)

2020: $53

2019: $71

2018: $65

2017: $57

2016: $51

Contracts: 180

Business Mix

100%—Dining Services

5%—Vending

Segments Served

41%—Senior Dining

30%—B&I

29%—K-12 Schools

Contact Information

749 E. Industrial Park Dr., Dept. CS

Manchester, N.H. 03109

(877) 375-3246

cafeservices.com

TOP EXECUTIVE

J. Brian Stone, CEO

COVID-related initiatives

Café Services repositioned its grab-and-go program to strategically navigate the wide range of challenges that face today’s corporate dining clients. New high-tech packaging products, along with standardized methods for packaging and labeling has enabled the company to continue safely serving customers while maintaining variety.

The senior and resident dining brand Glendale Dining Services developed a sustainable packaging program that became the basis for its resident delivery system and retail grab-and-go program. It maintained and, in some cases, enhanced its menu selection to combat boredom during quarantine. Special events and resident themed meals continued by using packaging at the point of service.

The Fresh Picks Café K-12 and summer seasonal dining brand responded to the challenges of the pandemic by applying its fresh food philosophy to the production of unitized meals in high volume. In line with Café Services’ philosophy, it served millions of freshly made meals to children across the region with minimal reliance on prepackaged food items. Its delivery systems were designed to ensure it could provide an abundance of fresh fruits and vegetables with both hot and cold meals and minimal processing.

Café Services readiness to initiate proactive plans for our clients was the key to its success. Its online order pickup service, hybrid market cafes and touchless catering programs have been safe and cost-effective solutions.

Glendale Dining Services implemented an aggressive testing and subsequent vaccination program partnering with its communities to ensure everybody’s safety. It has an on-going program to develop COVID protocols around the safety of associates and residents.

Fresh Picks Café partnered with its school districts to open their offsite feeding programs to all children and create distribution centers at locations around their communities. It also formed partnerships with local and regional nonprofit organizations to expand distribution to serve childcare centers and the homeless population, as well as assist with the distribution of backpacks and food boxes. It also helped many of its school districts successfully implement summer meal programs for the first time.

Commerce, Ca.

3-year Revenue Trend (in $millions)

2020: $52

2019: $44.5

2018: $37.254

2017: na

2016: na

Contracts: 100

Business Mix

100%—Catering

Segments Served

75%—K-12 Schools

25%—Senior Dining

Contact Information

5743 Smithway St., Ste. 103

Commerce, Ca. 90040

(877) 375-3246

Better4youmeals.com

TOP EXECUTIVE

Fernando Castillo, CEO

COVID-related initiatives

Better 4 You Meals, as with many other companies in the food industry, became challenged with the onset of COVID. As a result, there were no significant changes in menu concepts. However, due to social distancing, the service delivery model in servicing K-12 schools and seniors changed dramatically. Service in the National School Lunch Program decreased but Better 4 You Meals realized significant growth in Senior Nutrition Programs.

As a result of COVID and the subsequent closure of congregate dining centers in the senior community, the company had to quickly pivot into providing frozen and fresh home-delivered meals to thousands of seniors, a service delivery model that it had been previously unaccustomed to. Nevertheless, Better 4 You Meals was able to quickly meet the demand and has since served over four million home delivered meals to seniors throughout Southern California.

In addition to moving into home delivery for its senior nutrition programs, Better 4 You Meals

continued providing healthy and nutritious food to K-12 charter and private schools by preparing frozen and fresh meals that were distributed by drive-thru grab-and-go service delivery models.

Better 4 You Meals’ ability to move quickly and meet the demands placed upon the food industry resulting from COVID has allowed the company to continue to operate effectively and serve clients safely and efficiently throughout the crisis.

Lombard, Ill.

3-year Revenue Trend (in $millions)

2020: $50

2019: $69

2018: $60.5

2017: $57

2016: $44

Contracts: 97

Business Mix

96%—Dining Operations

3%—Catering

1%—Vending

Segments Served

91%—K-12 Schools

5%—B&I

4%—College/University

Contact Information

2500 S. Highland Ave., Suite 250

Lombard, Il. 60148

(630) 627-7708

questfms.com

TOP EXECUTIVE

Mike McTaggart, Owner/CEO

COVID-related initiatives

Quest has made major menu modifications the past year across all of its business segments all hyper focused on streamlining. The initiative to streamline menus and focus on items that are best suited for takeout and delivery and also minimize food costs, production costs and control inventory began in February, even prior to the shutdowns due to COVID-19. Prior to any CDC guidelines, Quest began removing self-service stations and almost overnight implemented a simplified menu that utilized versatile, core ingredients.

Immediate menu modifications were made that included creating companywide, core menus that it could produce at any unit, with minimal team members, while maintaining safety of employees and guests. Operations dissected every step of the process in order to create a new production process that would keep teams focused on safety, keep them healthy and maintain back-up teams consisting of trained and healthy employees that could jump in at a moment’s notice.

In the K-12 school segment Quest’s Culinary Team created a core Summer Food Service Program (SFSP) menu that has been used in partner accounts that are operating SFSP. That alone helped significantly to reduce client food costs, labor costs, control waste and streamline production to the tune of realizing a 5% reduction in food cost since the start of COVID-19.

In its university/college and B&I segments, Quest was able to keep most of its stations open, which helped it get students through the lines quickly, but it reduced the selections at each station to just key core items that it knew were most suitable for take-out and crowd pleasers.

The Quest Culinary Team’s experience in creating satisfying NSLP menus had a significant impact on the menus it is creating for the SFSP program. Its menus incorporate high-quality, fresh ingredients and a satisfying mix of hot, cold and heat-and-eat breakfast and lunch meals. Offering variety that satisfies has been the cornerstone to growing and retaining participation in this program. 

Meanwhile, with most schools closed, the need still existed to get food to families in the school communities Quest serves, so it implemented the Emergency Meal Service across most of its accounts from early March through June 2020. Through the SFSP, which allows access to free meals for all kids 18 years of age and younger, Quest has distributed thousands of meals since the start of the Covid-19 pandemic.

There are four core factors the company attributes its overall success to in the past year:

• Agility and ability to act quickly with clients: Quest provided resource guides to help clients make big decisions about what food service would and could look like once they decided to reopen in the fall. Its Fall Reopening Tool Kit provided all the tools needed to successfully reopen a dining hall. Options for social distancing signage, floor decals, monthly menus segmented by varying hybrid learning models and grade levels were included. Plexiglas options, hand washing stations, assistance with floorplans for service flow were included.
• Quest also put together a complete Safety Video produced for both client partners and parents and students in order to build confidence and shed fear associated with reopening schools and sharing space safely. This Reopening Tool Kit was well received by its partners and allowed Quest to procure the equipment it needed to operate “take-out” style. The catalog, which included pricing and timing for the equipment as well as packaging and signage, helped clients make early decisions so that Quest as partners did not have to deal with product shortages.
• Packaging Equipment & To-Go Containers: Quest had made significant progress as a company in 2020 to switch to all compostable or #1/#2 recyclable containers. From its cups, tray compartments and even cutlery, significant work had been done to create an as sustainable, take-out program as it possibly could, with the goal of minimizing its carbon footprint.
• The way Quest serves food has changed and with it the way it packages its food has been a major priority as it strives to maintain quality, safety and presentation in the new “To Go” service model. The Oliver Packaging system has been procured across all accounts and has provided Quest with a solution to package its made-from-scratch meals in recyclable compartment trays that are then sealed for safety and distributed as ready to heat and eat. In addition, Quest invested in the Date Code Genie labeling system that provides ingredients, nutritionals and allergens for all the in-house assembled to-go menu items. It is very proud of the success it has had to not only maintain the quality, freshness and overall satisfaction of its menus but at the same time the team has kept presentation of the food at the top of their very long list of critical drivers. It is also proud of the Questable Meal Kits it is turning out to support the SFSP programs.
• Back of the House Production/Mobile Ordering and Menu Management Technology:  Quest’s Culinary Suite technology platform proved to be the ultimate tool in helping it streamline recipes, purchasing, production and providing it with mobile-order technology that it was able to roll out just in time to its university students that found themselves on campus throughout the entire pandemic. This back-of-the-house tool integrates with all front-of-the-house needs, including labeling, signage and mobile ordering.  Quest also utilized mobile ordering and partnerships with DoorDash, UberEats and Grubhub for corporate dining clients.
• Taking Genuinely Good Care of our Internal Customers: The backbone and engine of the company will always be the 1,100 team members running the business in company dining halls. Like others in the industry, Quest faced—at first—a complete stop to operations for the unforeseeable future but from day one never lost sight of its team members. From CEO Mike McTaggart giving up his salary to employee food pantries and the PPP loans that held the company over, and establishing the Quest Cares Fund for employees experiencing hardship, the effort has not stopped.

Alpharetta, Georgia

3-year Revenue Trend (in $millions)

2020: $49.13

2019: $39.1

2018: $56.4

2017: $52.1

2016: $62

Contracts: 289

Business Mix

70%—Dining Operations

30%—Other

Segments Served

70%—Hospitals

30%—Software Systems

Contact Information

11770 Haynes Bridge Rd. #538

Alpharetta, Ga. 30009

(770) 475-6499

fmg.com

TOP EXECUTIVES

T. David Whitten, chairman/president

Craig Boudreaux, CEO

COVID-related initiatives

Through this past year, FMG has continued to keep its focus on its founding principle of Eating Fresh. Everything in its contracted facilities is cooked from scratch and never purchased pre-made. Its ingredient specifications remain at the highest standards to produce the dietary requirements healthcare clients require. With over 6,000 proprietary recipes, multiple dietary extensions and the implementation of new standards for IDDSI consistency levels, FMG remains positioned to serve the healthcare industry without compromising its Eating Fresh founding principle due to the pandemic.

In addition to holding the standard on that founding principle, FMG developed and rolled out its new grab-and-go program to facilities that requested additional meal options for patients and employees. Realizing early in the pandemic that hospital and facility staff were having to quickly adjust daily work schedules, FMG developed this program to provide unlimited opportunities to fit a quick healthy meal into a hectic workday. Hot and cold items were developed to provide just the right choices to busy healthcare professionals—not just classics like yogurt and protein bars but FMG now has a program that also offers items like vegetarian burritos and other hot options that can be quickly warmed, constructed salads with dressing options on the side and customizable sandwiches, all developed with a continued eye on Eating Fresh.

In addition, patient satisfaction continues to be the No. 1 shared goal of both FMG and the clients it serves. To assist in maintaining the health and safety of all stakeholders during the pandemic, FMG’s menus and systems of service have been challenged, modified and implemented in accordance with all CDC and facility-specific regulations to maintain the highest levels of patient satisfaction. Ground-up and top-down recommendations by all stakeholders resulted in FMG’s ability to deliver on this goal and teamwork gave it the solutions needed for all the challenges it experienced during the pandemic.

The past year has provided the company the opportunity to offer creative contracting ideas to help protect both its and its clients’ financial positions. Managed fee and per-meal contracts have been modified with respect and the company recognized that difficult times sometimes require everyone to get out of the cart and help push through adversity. FMG’s approach to contracts will always be focused on that win-win proposition, something its clients recognize about its culture.

Birmingham, Ala.

3-year Revenue Trend (in $millions)

2020: $48

2019: $97

2018: $95

2017: $94

2016: $91

Contracts: 82

Business Mix

70%—Dining Operations

20%—Catering

6%—Vending

2%—Retail/C-Stores

1%—Office Coffee

1%—Other Non-food Services

Segments Served

44%—B&I

30%—Government Facilities

10%—Military

8%—K-12 Schools

4%—Senior Dining

2%—Parks/Rec. Ctrs.

2%—Convention/Conference Ctrs.

Contact Information

431 Office Park Dr., 1^st Floor

Birmingham, Al. 35223

(770) 475-6499

southernfoodservice.com

TOP EXECUTIVE

Walter E. Berry, president

COVID-related initiatives

The primary effect of COVID was a change in food delivery. All self-service was discontinued for obvious reasons. Grab and go and packaged meals became the primary meal delivery system. This led to popular menu items being modified to adhere to safe delivery systems and grab-and-go methods. Comfort foods delivered in pre-packaged concepts were the primary favorites, but, for variety and creativity, Asian bowls and other concepts typically delivered from a Chef’s Action Station were enhanced and modified for delivery in pre-packaged to-go containers.

In addition, the obvious items were installation of plexiglass barriers for the safety of staff and customers and the elimination of self-service. SFM also made a concerted effort to encourage customers to utilize the pay-by-phone app for true contactless transactions. SFM’s online ordering app was modified for delivery option to pick-up to reduce traffic in the service areas. Additionally, SFM expanded use of self-checkout with contactless pay as a means of reducing interaction and labor and it expects some of these measures and trends to continue post-COVID.

Pensacola, Fla.

3-year Revenue Trend (in $millions)

2020: $47.762

2019: $46.977

2018: $40.892

2017: $42.052

2016: $40

Contracts: 22

Business Mix

97%—Dining Operations

3%—Facilities Services

Segments Served

72%—Military

14%—Senior Dining

8%—Dairy Queen Chill & Grill Franchises

6%—Hospitals

Contact Information

2001 North Palafox St

Pensacola, Fla. 32561

(877) 827-2372

gce.com

TOP EXECUTIVE

Gary Murphy, senior operations executive

COVID-related initiatives

The Culinary Favorites Healthcare Food Service Division has faced many challenges in the way it serves its clients, patients and team members this past year. With COVID, serving times were adjusted to accommodate reduced occupancy standards and the majority of team members worked from home or took their meals to go. In hospitals, it served a larger number of isolation trays due to COVID patients. Through trial and error, it strived to find a better product and process for isolation trays. The division fully implemented its acute-care room service program in the middle of the pandemic, and it has been very well received by patients. Patient and employee satisfaction has increased. The company changed to more individually wrapped/grab-and-go items. Self-serve salad bars were shut down and where possible, it now offers salads made to order.

In addition, the acute-care food service departments have had “pop up” mini celebrations with the “Unicorn of Happiness” to thank the nursing staff with Starbucks samples, bread pudding, popcorn and hot chocolate, all served by FANS staff. GCE has celebrated the food service staff with individual snacks and treats and negotiated with the vendor to bring free canned assorted energy drinks and waters for all staff. Acute-care food service staff decided to celebrate COVID patients who were discharged with a stuffed animal and balloons from the department.

Additionally, the Dairy Queen franchises have closed dining rooms and are operating drive-thru and delivery only, but the company was quite surprised that same store sales increased over previous year by 3% with reduced labor cost and COGs.

Los Altos, Calif.

3-year Revenue Trend (in $millions)

2020: $46.5

2019: $62.5

2018: $58

2017: $52

2016: $47

Contracts: 63

Business Mix

94%—Dining Operations

4.5%—Catering

1%—Office Coffee

0.5%—Vending

Segments Served

37%—K-12 Schools

30%—College/University

29%—B&I

3%—Government Facilities

1%—Senior Dining

Contact Information

111 Main St., Suite 3

Los Altos, Ca. 94022

(415) 895-2800

Epicurean-group.com

TOP EXECUTIVE

Mary Clark Bartlett, CEO

COVID-related initiatives

When COVID-19 happened, Epicurean went immediately into teaching safety practices to all of its managers and employees. It developed and implemented a COVID-19 Safety Pledging to keep customers safe, with the pledge posted with manager and employee signatures in each unit for customers to see.

 China, silverware and glasses went by the wayside. The queues in company operations also had to change to accommodate social-distancing protocols. Epicurean installs clear plexi sneeze guards to protect servers, cashiers and customers. Luckily, it already used compostable and biodegradable products because it is a Green Certified company.

 For ordering food, Epicurean realized it needed to architect and engineer a new model of food delivery. It went heavily into the online ordering system to eliminate touchpoints on several platforms and customized each platform to tailor to each client’s needs. The model is based on preorder, prepay, touchless declining balance, and pickup and delivery system.

Other pandemic-related measures included:

• All employees being required to be tested for COVID-19 before they return to work and are tested each week. Many of the frontline workers have received vaccination in California.
• To reduce risk of spreading COVID, Epicurean Group employees cannot maintain a second job during the pandemic.
• Face masks and PPE have to be worn at any time during employees shifts.
• Symptom checks are conducted before employees enter the workplace.
• All workstations and meal break rooms are separated by six feet at all times.
• Stop. Drop. Clean. Every 30 minutes all the commonly used surfaces such as door handles and countertops are cleaned and disinfected.
• Disinfectant, soap and hand sanitizer are readily available throughout the workplace.
• Gloves are changed after each individual contact.
• All employees have been trained COVID-19 ServSafe Certified.
• Pens and payment portals are disinfected after each use.
• Delivery staff and drivers are observing social distancing when delivering orders, and are wearing mask and gloves.
• Preorder prepay food ordering has been implemented wherever possible to minimize contact and ensure highest possible safety for clients and staff.

Mansfield, Mass.

3-year Revenue Trend (in $millions)

2020: $42

2019: $41

2018: $36.6

2017: $30

2016: $18

Contracts: 70

Business Mix

79%—Dining Operations

8%—Catering

6%—Retail/C-stores

4%—Office Coffee

3%—Vending

Segments Served

73%—B&I

11%—Private Schools

6%—Behavioral Health

4%—College/University

4%—Hospitals

2%—Senior Dining

Contact Information

905B S. Main St., Suite 203

Mansfield, Ma. 02048

(978) 674-8464

nexdine.com

TOP EXECUTIVE

David Lanci, Co-founder/chairman/CEO

COVID-related initiatives

Some of the culinary initiatives NexDine implemented in order to address the needs of guests amidst the challenges and restrictions of COVID included:

• Ghost kitchen restaurant pop-ups: restaurant-inspired menus created and operated by NexDine.
• Theme menus available through online ordering such as Let’s Wok Modern Stir-Fry, Mezze Greek Pita Bar and La Taqueria Mexican Cantina.
• Groceries, sundries and personal care items available for purchase in the café.
• Meal kits available to-go for in-home dining.
• Community Share Snack Programs: subscription service, curated snack packs delivered
• monthly to work-from-home employees.
• Touchless buffet catering menu: individually packaged, self-contained, single-serve catering options.

In addition, in these unprecedented times amid the uncertainty brought on by the coronavirus pandemic, NexDine is working closely with new and existing clients to provide leadership, guidance and expertise in preparation for the eventual reopening of their businesses. As it navigates the new landscape of dining services, the safety and well-being of customers, clients, employees and vendors will continue to be its top priority. It is reviewing its long-established food safety protocols and taking the necessary steps to remain aligned with directives from local and state boards of health, the Centers for Disease Control and the World Health Organization. It has also implemented stringent preventative measures and service delivery modifications as part of its commitment to provide customers with an exceptional dining experience in a safe environment.

Some of the steps NexDine is taking include:

• Mandatory daily employee health screenings prior to starting work
• Removing self-service menu items and condiments
• Transforming traditional self-service options to prepared-to-order offerings
• Eliminating reusable cups and serviceware
• Increasing the frequency of cleaning and sanitation in high-traffic areas
• daily employee hygiene in-service training
• Mandated handwashing every 15 minutes regardless of task

The company continues to innovate and drive technology across all verticals—healthcare, senior living, B&I and education to adapt to the new normal of dining with initiatives that include:

• Introduction of the NexDine app, which features a cloud-based mobile ordering platform for both pick-up and delivery to offices, centralized hot/cold food lockers, doctors’ lounges, etc.
• Preordering and self-checkout kiosks
• Transforming and expanding existing full-service cafes into 24/7 micro markets with the introduction of self-checkout technology
• Room service-style snack and beverage carts for classroom-to-classroom and office-to-office delivery
• Contactless payment option such as Apple Pay, Google Pay, Samsung Pay, EMV and Tap cards
• Modified COVID-preventative catering services featuring individually wrapped offerings, bagged and boxed lunches, home meals to-go and fresh farm-to-table products for take home.

Columbia, Mo.

3-year Revenue Trend (in $millions)

2020: $42

2019: $47

2018: $40.8

2017: $38.4

2016: na

Contracts: 49

Business Mix

90%—Dining Operations

7%—Catering

2%—Retail/C-stores

1%—Vending

Segments Served

78%—College/University

10%—Senior Dining

9%—K-12 Schools

2%—B&I

1%—Summer Camps

Contact Information

3220 Vandiver Dr.

Columbia, Mo. 65202

(573) 445-4321

freshideasfood.com

TOP EXECUTIVE

Dennis Owens, president

COVID-related initiatives

Fresh Ideas enhanced its Fresh & Go and market menu items to give guests additional quick pick-up options. New plant-based options and ghost kitchen dining concepts were also implemented this past year along with COVID-friendly customized freshly prepared food.

The company also implemented a tiered Distance Dining Plan that was tailored to each account and provided a road map for escalating cases. Enhanced procedures included required COVID-19 training, temperature checks, wellness checks, increased sanitation, PPE requirements, increased hand washing and revised serving procedures. 

Technology played an important role in the success of meeting the needs of the clients this past year. Fresh Ideas was able to quickly enhance technology in March 2020 to meet the changing needs of the clients, including specialized online ordering for quarantined students and delivery and curbside pick-up options. Additional technology enhancements were implemented in the fall to accommodate a variety of serving options for all guests. 

Text for Food provided a contactless method for guests to order personalized cooked-to-order menu items in the all-you-can-eat venues with no lines. This allowed Fresh Ideas to continue to provide custom-made items at a time where most programs were being reduced.

At one school, students were required to order their food through the mobile app due to capacity limitations. Fresh Ideas turned the servery into a true ghost kitchen. To provide value, new virtual food brands were created to give guests more and different dining options. Dining Ambassadors at the pick-up station ensured a positive guest experience for guests. 

Relief teams were created to assist accounts that were shorthanded due to COVID. As an entire team had to quarantined, a whole new relief team was put in place until the staff was cleared to go back to work. 

Bolton

3-year Revenue Trend (in $millions)

2020: $40.5

2019: $62

2018: $61

2017: $64

2016: $68

Contracts: 85

Business Mix

78%—Dining Operations

18%—Catering

2%—Office Coffee

2%—Vending

Segments Served

90%—B&I

4%—College/University

4%—Government Facilities

2%—K-12 Schools

Contact Information

580 Main St., Suite 1

Bolton, Ma. 01740

(860) 930-5520

epicureanfeast.com

TOP EXECUTIVE

Bob Watson, CEO/Co-chair

COVID-related initiatives

Epicurean Feast eliminated all self-service offerings in its café operations and has implemented tamper resistant to-go packaging. Its customer-safe prepackaged grab-and-go program segment has increased significantly, including self-checkout cash register POS systems such as remote micro market services. It has eliminated weighed food offerings unless served by a COVID-19 safety protocol trained employee. To further promote safety, Epicurean Feast incorporated meal delivery programs for clients and customers. Also, to ensure a safe environment with regard to catering opportunities, it packages individual meals, sides and other related offerings.  

In addition, the company has instituted rigorous COVID-19 safety protocols and procedures and conducts ongoing training to all employees. Its managers and culinary staff perform daily inspections and implement ongoing detailed cleaning throughout its food service operations. To ensure customer and employee safety Epicurean Feast has implemented numerous programs that promote social distancing and prompt customer throughput, such as online ordering programs, cashless and touchless payment, food delivery, tamper-resistant packaging and remote ordering and prepayment kiosk technologies. Its employees always wear masks and gloves to ensure safety. Additionally, the company has installed plastic safety shields at various points of service in its café operations, including cash register stations. Each station has COVID-19 safety checklists and is monitored throughout the day by onsite managers.

Atlanta

3-year Revenue Trend (in $millions)

2020: $40.5

2019: $55

2018: $52

2017: $49

2016: $45

Contracts: 21

Business Mix

82%—Dining Operations

10%—Catering

2%—Office Coffee

1%—Vending

5%—Other Services

Segments Served

85%—B&I

10%—Catering/Event Management

5%—Museums/Perf. Arts Ctrs.

Contact Information

4470 Chamblee Dunwoody Rd, Suite 465

Atlanta, Ga. 30338

(678) 395-7066

sterlingculinarymanagement.com

TOP EXECUTIVE

John C. Metz, Jr., CEO

COVID-related initiatives

Sterling Spoon didn’t introduce any new concepts or menus, though it did start some ghost kitchens and delivery services to supplement its declining sales. Mostly, it focused on making its business survive, which it did and believes it is going to come out of the COVID period stronger on the other side. It lost two pieces of businesses, but added three that will open at some point in 2021. The company went after, and continues to go after, new sales and business opportunities as it sees people who need help or finds new clients that want to reinvent their food service businesses for both the current and post COVID world.

Westminster, Md.

3-year Revenue Trend (in $millions)

2020: $34.265

2019: $33.8

2018: $31.7

2017: $30.1

2016: $27

Contracts: 56

Business Mix

100%—Dining Operations

Segments Served

79%—Senior Dining

6.4%—Hospitals

4.8%—Behavioral Health Facilities

3.9%—Home Meal Delivery

3.3%—B&I

2.6%—K-12 Schools

Contact Information

1135 Business Pkwy. S., Suite 10

Westminster, Md. 21157

(844) 274-3663

culinaryservicesgroup.com

TOP EXECUTIVE

Rich Valway, President/CEO

COVID-related initiatives

CSG responded to the COVID crisis in a number of ways:

Development of 7-Day Low Labor Emergency Plan: At the start of the pandemic CSG recognized the need to develop labor contingency plans to support clients if all or most of the food service teams were not able to work due to COVID. It developed a seven-day low-labor emergency menu that could be produced by a small number of staff for every client. It also developed a network of support where it would be able to move meal production offsite if the kitchen had to close entirely. Since many of its skilled nursing communities utilize texture modified diets for residents, its emergency menus included a support plan to continue texture modification. It also networked with local restaurants for meal service or food preparation space. CSG did experience the closure of one of its kitchens due to COVID but was able to move production offsite in less than 48 hours. It was also able to continue to provide the community with hot meals that were brought in by van. As part of this strategy, the company was also an early adopter of no-contact food delivery and enhanced cleaning procedures with CDC recommended cleaning agents. These plans were communicated personally to every client.

Dining Service Style Changes: All CSG clients shifted from dining room service to in-room service during the pandemic. To continue ways to engage with residents, the company created a series of positivity cards to be placed on room trays. Theme meals and food-related activities shifted to become themed snack carts where ice cream sundaes, hot chocolate or gourmet coffee could be customized and served to residents in their rooms.

Prior to COVID CSG collected resident feedback using touchscreen kiosks in the dining rooms. With COVID it moved back to providing resident feedback cards on room trays. Data was then collected and pulled into an automated dashboard that provided resident feedback reports to CSG food service directors for service improvement.

CSG has several clients, such as Eating Together Baltimore County, to which it provides congregate care meals. Prior to COVID it dropped off hot meals to pick up locations across the county and to volunteers who would then drop meals off to home-bound participants. With COVID, it shifted its efforts to producing and packaging frozen meals that could be easily reheated. It then delivered a week’s worth of frozen meals—enough for five days—to participants through drop off locations and van deliveries.

Expansion of Fortified Foods Program: CSG expanded its commitment to a food-first approach to supplementation with the addition of high-calorie meal items that can easily be incorporated into daily menus. This allows it to reduce commercial supplements and the reliance on shakes for added nutrition. It also developed fortified recipes that align with IDDSI thickened liquid standards, allowing it to incorporate a food-first approach to texture modified diets using food-based thickeners such as gelatin and pudding.

Partnership with MealSuite: CSG partnered with food service software vendor MealSuite to provide an additional level of menu customization for clients. MealSuite’s menu building software allows CSG’s clinical teams to easily track patient weights and daily nutrient intake. The company supports the use of liberalized diets for older adults as recommended by both the Centers for Medicare and Medicaid Services and the Academy of Nutrition and Dietetics. MealSuite allows CSG’s Registered Dietitians to provide more liberalized diets among residents through the monitoring of appropriate nutrients to support medial therapy needs.

Weekly COVID Training Calls: CSG food service directors, area managers and corporate leadership teams used video conferencing to host weekly training and communication sessions about COVID. These informational sessions included virus education, updated cleaning procedures and human resources training. Seeing the benefit of these calls, they have become a resource for the company to provide continued leadership training to its field management teams. Recently its efforts have focused on COVID vaccine education.

Operations and Client Services Support: CSG created two new positions in 2020. Dianna Cook serves as vice president of operations, providing an additional layer of support and flexibility for the operations team. She ensured that service levels remain consistent and fulfill CSG’s promise to its clients. Her role will help CSG further develop its offerings, resources and talent. Cook has added two new area managers to provide a better support ratio for clients. Meanwhile, the company also added the position of vice president of client services to provide regular communication and ensure it is aligning its services with every client’s needs.

Blue Bell, Pa.

3-year Revenue Trend (in $millions)

2020: $28.1

2019: $35.3

2018: $28

2017: $28

2016: $29

Contracts: 86

Business Mix

96%—Dining Operations

4%—Other Services

Segments Served

37%—K-12 Schools

31%—Hospitals

25%—Corrections

5%—Grocery Delivery to Group Homes

3%—Senior Dining

Contact Information

10 Sentry Pkwy., Suite 110

Blue Bell, Pa. 19422

(610) 277-9767

lintonsfoodservice.com

TOP EXECUTIVE

Christopher Dunton, CEO

COVID-related initiatives

Lintons Education Division quickly adapted as pandemic restrictions changed. The initial push of school meals at the beginning of COVID were shelf-stable meals for pickup at each school.  As the service continued, Lintons then shifted to a Heat and Serve Meal that was well-received by the students. The meals included student favorites such as chicken nuggets, burgers, meatballs and pizza crunchers. The company paired them with a healthy veggie and, utilizing a heat-sealing technology, individually sealed each tray. The packaging is eye-catching, microwave-safe and extremely easy to reheat. Meals are picked up at each school either one or two days a week and many have a seven-day-a-week service utilizing the USDA reimbursement. 

For clients in various healthcare locations, service was multi layered. Their campuses include cafeterias for staff, resident living in main buildings, cottages and group homes. At times when a resident or staff member was placed on quarantine status for weeks, this created another layer to Lintons’ service, and it became a vital component as it delivered individual meals and grocery items to the homes. Comfort foods not on the regular menu, so crucial to lifting the staff and resident spirts during quarantine, were also in the deliveries.       

Lintons Delaware County Meal Service Center shifted from 90% bulk feeding to 90% unitized meals. To maintain safe standards and regulations for CACFP, NSLP and Department of Aging, meals were required to be packed individually. Switching its bulk meal operation to preparing all meals in three-compartment packaging was adeptly implemented. Clients serving their early learners, students, seniors or residents received multiple meals at one time, utilizing five-, four- and three-day meal packs as well as shelf-stable meals. 

In addition, in the healthcare division, Lintons dietitians conducted virtual in-service events. These monthly events provided an opportunity for staff members throughout clients’ IDD campuses, schools and group homes to stay connected, interact and ask questions. The topics included nutrition education, food safety and recipes for items like healthy parfaits.  

Lintons staff in school cafeterias look forward to National School Lunch Week each October. Since lunch was no longer served in the cafeteria, they turned their energy to a NSLW campaign where a “Golden Ticket” for Amazon, WAWA and Sheetz gift cards were randomly hidden in pick-up meals. In addition to increasing excitement, the promotion positively impacted participation. A similar program is being run for NSBW. 

Lintons also changed its service models to better serve its communities. School meal distribution was moved curbside to maintain social distancing. Healthcare and other communities pivoted to contactless service with disposables, single-portion meals delivered to rooms or separate dining areas to ensure there was no cross contamination. Off-campus deliveries were completed on the client’s behalf to reach resident locations not on campus grounds. Cafeterias also offered family-style ready-to-heat options for staff to purchase and take home.

Finally, COVID-19 protocols were introduced to all accounts and the corporate office based on CDC guidelines to ensure the safest work environment possible. Emergency supplies at all accounts were increased and adjustments made to simplify the menu to ready to heat-and-serve foods.

Dakota Dunes, S.D.

3-year Revenue Trend (in $millions)

2020: $27.591

2019: $27.450

2018: $25

2017: $23.5

2016: $20

Contracts: 50

Business Mix

98.4%—Dining Operations

1.6%—Catering

Segments Served

100%—K-12 Schools

Contact Information

391 W. Steamboat Dr.

Dakota Dunes, S.D. 57049

(605) 235-0939

lunchtimesolutions.com

TOP EXECUTIVE

Mike Cranny, CEO

COVID-related initiatives

Taking its cues from its administrations and student customers, LSI altered its menus to fit mitigation efforts as well as student palates. COVID drastically changed the company’s ability to offer as many self-serve items as possible, where those items were served and consumed and how they were served. Offering student favorites and adding new menu items as supply allowed has caused a shift in LSI cycle menus. Having the staff serve items, students eating in classrooms and gyms has added another dimension, as the company meets strict mitigation restrictions such as food items being wrapped and the use of disposables. As directed heath measures changed, LSI flexed its menus and serving methods to keep everyone safe.

Due to supply chain issues, deli turkey and ham were unavailable to make sub sandwiches, but LSI was able to partner with a vendor to provide individually wrapped and pre-portioned subs. Pizza stations are no longer allowed as they are self-serve and many of the school-approved pizza lines had to shut down due to no or low production between March and September. In response, LSI introduced Cheesy Pull-A-parts and stuffed sandwiches to several of locations to compensate and the students love them.

The company rang in the Chinese New Year in February with a new-to-the-menu item, Teriyaki Chicken Dumplings, which has been a hit and is made available in partnership with Schwan’s.

All LSI school customers put several different safety models into place for mitigation efforts.

Many schools were offering breakfast and lunch in the classroom, social distancing in lines and off-campus learning. The company had to shift gears and be ready to serve with several different methods. One of the innovative and creative ways it dealt with the off-campus learning came from a few of its locations implementing an ordering system so that students who wanted breakfast/lunch—which is free all year for every student per USDA—and were not on campus, could order ahead and pick up. This helped families financially as some were facing food insecurities.

With schools that opted to open campus for high school students and allowed them to leave for lunch so that their cafeterias were able to support six feet of social distancing, LSI was able to offer grab-and-go stations so that students could take a bagged up or boxed up free lunch and still go off campus.

Finally, the company added weekend meals and holiday feedings this year as well, where students in schools that opted for this service could receive it. Students were supplied enough meals to sustain through the weekend and during holiday breaks.

Houston

3-year Revenue Trend (in $millions)

2020: $27.2

2019: $34.1

2018: $36.5

2017: $35.3

2016: $37

Contracts: 32

Business Mix

81%—Dining Operations

10%—Vending

7%—Catering

2%—Other Services

Segments Served

79%—Hospitals

21%—B&I

Contact Information

1101 S. Wilcrest Dr., Suite 200

Houston, Texas 77099

(281) 568-3131

lprincefoodsystems.com

TOP EXECUTIVE

Charles Prince Sr., president

COVID-related initiatives

In the last year Prince developed procedures for cleaning, sanitizing and serving in new and creative ways to keep its employees, customers and the patients it serves safe. It has found new ways to cut costs and be efficient to keep as many of employees working as possible; but still has had many that are furloughed. 

One of the biggest changes Prince has made has to be its growing home-meal replacement programs, something that had limited success in the past but through the pandemic has seen steady increases in special orders and the company’s Family Meals to Go programs. Prince previously focused primarily on individual servings and family-style offerings were minimal, based mainly on low demand. Not many customers were thinking about stopping by to pick up dinner at the end of the day; with too many restaurants on the way home and too many delivery options, it just wasn’t on the forefront. However, since Prince reintroduced the program it has had an increase of more than 300% and it seems to be growing every day. The number of compliments and the amount of positive feedback has been very encouraging; enough so that the company plans to grow the menu and market it post-pandemic to add additional revenue—one small positive going forward from the pandemic.

In spite of all the challenges, Prince is planning for this year and next year and it has resources to increase its marketing efforts and acquire new business at a whole new level for the company. It is certain it will be stronger and better going forward and many of the concepts it introduced it plans to continue. The higher levels of sanitation, the safety sealed labeling and delivery systems, and its non-contact payment and ordering systems are here to stay. It is also working with customers to expand the home-meal replacement programs. Some options it is considering may include curbside pickup and possibly delivery to customers who may continue to work from home for extended periods.

Houston

3-year Revenue Trend (in $millions)

2020: $27

2019: $39

2018: $37

2017: $35

2016: $30

Contracts: 30

Business Mix

85%—Dining Operations

10%—Catering

3%—Office Coffee

2%—Vending

Segments Served

90%—Hospitals

5%—B&I

5%—Senior Dining

Contact Information

13111 Northwest Freeway, Suite 600

Houston, Texas 77040

(713) 817-7508

lubyscs.com

TOP EXECUTIVE

Todd Coutee, COO

COVID-related initiatives

COVID forced LCS to be very aware of its patients’, residents’ and guests’ safety and well-being. As social distancing became a bigger part of daily lives, the company aimed to ensure that it still offered a quality product that was delivered versus dining in at its senior living communities. It researched packaging and made changes to those vessels that retained the integrity of the meal. LCS culinary teams tested items for hold time in to-go packaging as well.  It developed menus around those products it found had a better chance of replicating the experience in its dining rooms as it began delivering meals to residents’ rooms. The LSC team also developed a delivery system for time and temperature components. It tested and determined that it could deliver a quality experience to rooms in blocks of 10 every 12 minutes. The team then built a schedule to deliver to each resident within a 48-minute window during each meal period. This allowed the food to be plated, packaged and delivered all within 12 minutes. 

In addition, the company knew that it would be on a “stage” regarding modeling safe practices for clients. Its IT team developed a Microsoft application that linked to its active employee data base. Each shift, unit leadership takes a team member’s temperature and asks questions based upon LCS COVID protocols. A Power BI dashboard then shows, by location, leadership and hourly team members temperature and results to questions. At any given time, the company can share those dashboards with its respective clients to ensure it is taking daily measures for the safety of its team, as well as everyone else at that location. It also put into place new hand washing standards, mask requirements and a more frequent sanitizing structure. Every 30 minutes, LCS sanitizes common use elements that are touched by any guests. This includes tables, chairs, tray rails and doors. 

Orlando, Fla.

3-year Revenue Trend (in $millions)

2020: $25

2019: $39

2018: $31+

2017: na

2016: na

Contracts: 215

Business Mix

100%—Dining Operations

Segments Served

100%—K-12 Schools

Contact Information

3217 Corrine Dr.

Orlando, Fla. 32803

(407) 740-7677

lubyscs.com

TOP EXECUTIVE

Brian Albertson, CEO

COVID-related initiatives

While it worked to maintain its custom menus as closely as possible, SLA did have to make adaptations. Product availability from vendors who were encountering their own COVID struggles as well as varying requirements from state to state and school to school called for both careful planning and quick thinking, so SLA adjusted recipes/menus when needed, still meeting proper nutritional guidelines, and it streamlined menus for transport to ensure high quality and food safety for all methods of delivery. It also developed a dozen different service formats to offer in its nine-state service areas.

The worked closely with its school families this past year to help them provide the best learning experience possible for their students during the COVID pandemic.

Here is a list of some of the alternative services SLA has employed/facilitated to make sure meals got to those who wanted/needed them, in a safe manner. At some sites, the company alternated between different methods as they were needed due to changes in classroom/online learning status:

• Alternative packaging for safe delivery.

• Classroom meal delivery

• Curbside pick-up

• Bus stop distribution

• Home delivery via school bus and courier service

• Online pre-orders

• Alternate site pick-up options so most convenient location could be chosen by families

• Weekend meals

• Take-home meal plans for hybrid teaching schedules

• Partnering with local municipalities to have citywide pick-up points for children and families in need.

• Providing additional outdoor marketing materials and social media pieces for clients to help keep their families and communities aware of changes in a timely manner.

Malvern, Pa.

3-year Revenue Trend (in $millions)

2020: $20.5

2019: $38.8

2018: $36.3

2017: $36

2016: $36

Contracts: 54

Segments Served

56%—B&I

44%—K-12 Schools

Contact Information

257 Great Valley Pkwy.

Malvern, Pa. 19355

(610) 647-5656

brockco.com

TOP EXECUTIVE

Andrew Brock, president/CEO

COVID-related initiatives

Brock & Co.’s culinary program focus in 2020 involved elevating the consumer dining experience without compromising creative and innovative dining choices. In Q1 of 2020, Brock released its customer interactive Chef Tables, offering patrons a restaurant-quality meal a la minute from the service floor. Brock’s Heat and Eat program, which provides customers with turnkey take-home meals, was enhanced. Brock’s perennial fan-favorite programs like Burgerlicious, Liberty Cheesesteak and Chicken n’ Biscuits saw service adaptations within recommended safety guidelines. 

In its Independent School portfolio, Brock adjusted service models to include classroom delivery, online preorder and various contactless methods of service. As an alternative to third party PoS, Brock developed a technology solution to streamline the parent ordering process. Brock’s focus on sustainability included reusable plastic containers for delivery, a model adopted at most locations to reduce waste and cost. 

Brock’s business philosophy of close, personal attention and manageable size allowed it to adapt quickly to COVID-related service challenges. Since 1927 the company has endured many business interruptions and while 2020 was a difficult year, it looks forward to celebrating its 94th anniversary in 2021.

Brock’s Open Safely programming allowed most locations to remain open and operate within or exceeding CDC guidelines. Technology enhancements and service model adjustments, including preorder, mobile and cashier-less order and payment options, tailored to each unique client, were enterprise-wide initiatives. At COVID-19’s inception, Brock’s dynamic expense scaling and custom solutions for each operation strengthened its partnerships with existing clients, allowing service continuity. Brock adjusted cost structures pre-emptively as a way to strengthen partnerships and share the economic strain. Through its supply chain, it was able to economically source large amounts of PPE supplies for client partners. Brock plans for further hybrid service models to service the post-pandemic environment, including expanded use of technology, sustainable products and healthy food programming.

San Mateo, Calif.

3-year Revenue Trend (in $millions)

2020: $11.25

2019: $21

2018: na

2017: na

2016: na

Contracts: 12

Business Mix

90%—Dining Operations

10%—Catering

Segments Served

80%—College/University

20%—B&I

Contact Information

P.O. Box 6789

San Mateo, Ca. 94403

(408) 406-8487

Pacific-dining.com

TOP EXECUTIVE

Rick McMahon, president

COVID-related initiatives

Pacific Dining introduced a new online app-based ordering system, Provisions, allowing guests to preorder for touchless pickup. Its static menus were revised to simplify preparation and speed service. In addition, placing its team and guests’ health as top priority, it used CDC as well as other government agency guidelines to not only develop COVID protocols but to rewrite its site safety manuals and employee handbook.

Lincolnwood, Ill.

3-year Revenue Trend (in $millions)

2020: $6.4

2019: $37

2018: $38

2017: na

2016: $37

Contracts: 11

Business Mix

50%—Dining Operations

50%—Catering

Segments Served

65%—B&I

20%—College/University

10%—Museums/Perf. Arts Ctrs.

5%—Parks/Recreation Ctrs.

Contact Information

7001 Ridgeway Ave.

Lincolnwood, Il. 94403

(847) 982-2608

Foodforthoughtchicago.com

TOP EXECUTIVE

Nancy Sharp, founder/CEO

COVID-related initiatives

FFT used boxed lunches and increased grab-and-go  offerings, eliminated salad bars and self-serve stations and focused on providing food and drink pairings for virtual events where it delivers to individuals. In addition, the company concentrated on pop-up food hauls to compensate for companies not building cafes. Protocols for events included COVID testing for all staff attending events, PPE wear at all times and the regular updating of sanitation and safety protocols. It is also reimagining the company to where it now also offers event services such as handling day of services or even consulting for the entire event.

Farmington Hills, Mich.

3-year Revenue Trend (in $millions)

2020: $4.9

2019: $5.2

2018: na

2017: na

2016: na

Contracts: 16

Business Mix

95%—Dining Operations

5%—Office Coffee

Segments Served

50%—B&I

30%—K-12 Schools

15%—College/University

5%—Transportation

Contact Information

30777 Northwestern Hwy.

Farmington Hills, Mi. 48334

(248) 706-1600

plummarket.com

TOP EXECUTIVE

Matt Jonna, CEO

COVID-related initiatives

In its quest to safely serve its guests in its corporate accounts, Plum Market transformed its hot bar and cold salad bar from a self-serve format to a grab-and-go approach. It has streamlined its daily menus to reflect the most popular items, including pasta, grain bowls, soups and pizza. The menu items are prepared and packaged in individual, sealed serving containers from which guests can choose. During this time, the company has experienced an increased interest in the made-to-order sandwich station, and with this in mind it implemented a grab-and-go hot sandwich station that has been a big hit among clients. With the addition of the grab-and-go hot sandwich station, Plum Market was able to combine the made-to-order sandwich station with a made-to-order salad station that has been more successful than the pre-packaged grab-and-go salads offered in the coolers previously had been. The company continues to monitor guest feedback and evolve to accommodate each client through this process.

In its educational accounts Plum Market switched to boxed meals delivered straight to each classroom. The teams make several variations to the meals based on dietary restrictions, including vegan, vegetarian, gluten-free, dairy-free and halal. It works closely with the schools to coordinate the details of each meal to be delivered to the appropriate classroom. In its previous model of service, students were able to return for second helpings of their items. While returning for seconds is no longer an option with the delivery approach, Plum Market increased the portion size of the meals for each student. Its menu continues to be simple and child-friendly to please the widest audience possible. The goal is to continue to provide hot lunches for the students, and while its kitchens and lunchrooms were not designed for a delivery model of service, the company felt it important to figure out a solution. It has been thrilled to successfully deliver hundreds of boxed lunches per day to the great satisfaction of each school.

In addition to these market-specific initiatives, Plum Market regularly sanitizes all high-touch point surfaces, strongly encourages credit or debit card use and installed plexiglass walls on its cash registers to limit contact and encourage safe distancing at all locations. Social distancing signage and floor guides have been installed and enforced to ensure the safety of each guest and team member. The corporate accounts continue to safely serve food in both made-to-order and grab-and-go formats. All team members are provided with N95 masks, gloves and hand sanitizer, and all teams are required to practice social distancing. The educational model accounts require a lot of time and planning to execute due to the high volume of lunches that need to be prepared and boxed each day. The teams had to adapt and create a rotation system for preparing the boxed lunches in the most efficient and safe way possible. The company is proud of how it has been able to adapt to the needs of clients and continues to evolve in order to provide the best service possible.