Blue Rock Search Recrute le Directeur Général du DEI pour Papa John’s

Recommendation: Establish a cross-border Chief Inclusion Officer to lead an inclusive strategy across North franchisees and units, with cross-border scope, filling the position by reporting to directors and based on personalized, data-driven insights.

In the post-pandemic environment, a focus on health and equity aligns with clients and franchisees’ needs, guided by a personalized approach and a strategy that touches operations across the world and frontline teams.

This position centers inclusion at the heart of the chain’s growth, and uses a phased rollout in the north region, ensuring health of associates and customers. It leverages refrigerated units and partners with Danfoss to optimize climate control, reducing disruptions and improving service consistency for franchisees.

Operational governance: establish clear success indicators, training milestones, and health outcomes, with monthly reviews by directors. The plan emphasizes personalized coaching for site leaders and frontline teams, enabling scalable, sustainable culture and delivering successful outcomes.

This alignment strengthens client relationships and health standards across the international network, delivering resilience and inclusive leadership across operator teams.

Papa John’s Leadership and Performance: Information Plan

Recommendation: implement an ai-driven information plan that links leadership accountability to numeric outcomes within twelve weeks, using a standardized dashboard across american markets, with clearly defined costs and project milestones, aligned with industry benchmarks.

Establish estep-critchett as the information governance council, named and chaired by arthur and nancy, to define responsibility, set data standards, and oversee coaching initiatives and projects across the complex network of companys units.

Build a data architecture that is digital and ai-driven, anchored in tech signals from american markets, original data feeds, franchising sites, supplier feeds, and government compliance data. Name a position lead, ensure costs stay in check, and align with before franchising expansions and acquisitions integration; schlafer oversees continuous improvement.

Execution plan includes phased rollout: baseline metrics, a pilot in american markets, then scale to additional territories; use coaching to lift leadership capability, track guest experience, operational efficiency, and engagement; leverage ai-driven analytics to optimize processes and reduce costs; tie projects to rapid decision cycles.

Risks and governance: data gaps, vendor terms, regulatory changes; mitigation steps include cross-checks, independent audits, and continued reviews conducted by estep-critchett.

DEI leadership scope: responsibilities, reporting lines, and expected impact on store culture

Recommendation: Establish a dedicated diversity, equity, inclusion leadership anchor within store operations, reporting directly to the president, with a chair in the governance council, and backed by Patrick and Greg from regional teams. This role will be able to drive cross-functional alignment, taking ownership across roles, and create opportunities to embed inclusion into daily practice.

The scope includes policy development, training delivery, measurement through dashboards, and incident resolution. It maintains a consistent approach across partners, includes supplier diversity practices, and uses data to inform decisions that touch general operations, packaging design, and the products lineup. Roles span education, governance, and field enablement, with accountability tied to performance reviews and annual plans.

Reporting lines align to the president, with multiple chairs across market zones and a central chair in the advisory council. The governance includes a post-implementation review, and a cycle that releases updates into store-level guidance. Bühler serves as chair on the regional board, with a direct link to the president, Patrick, and Greg, ensuring transparency throughout the chain of command.

Expected impact on store culture includes increased trust, more inclusive customer interactions, and a broader opportunity surface across high-turnover roles. Throughputs of orders and guest satisfaction are tracked via dashboards. Training touches foodservice teams, packaging teams, and product teams, connecting diverse voices to decision-making. Since Patrick started, the program has shown measurable gains in participation in development sessions and in refrigerated product display choices that respect cultural preferences, and in packaging that communicates inclusivity throughout the customer journey.

Implementation steps include appointing a dedicated post or role to coordinate training, standardizing language across stores, and creating packaging guidelines that reflect diverse communities. The plan includes opportunities to partner with external organizations, suppliers, and the marketing team, enabling inclusion in product packaging and labeling, and expansion across multiple markets. The original aim remains to translate these commitments into everyday practice within the store environment, tapping into the core products lineup to reflect the diversity of customers throughout the chain.

Profitability while dine-in was closed: driver factors, cost controls, and revenue mix

Recommendation immediately: Pivot to a delivery-driven revenue mix, tighten cost controls, and deploy a branch-by-branch efficiency program to sustain profitability when dine-in is paused.

Driver factors include a post-dine-in demand shift toward delivery and takeout, a more diverse customer base, and a shift in order timing. Their direction should focus on where orders originate, the position of the brand in the delivery sector, and background of the operations team. A strong founder-like mindset and leadership ensure the portfolio remains aligned with customer needs, having the right talent and manager in each branch to sustain service quality during high-volume periods.

Cost controls hinge on variable costs, wage efficiency, and packaging optimization. Since dine-in closure, energy use per shift can be reduced by micro-ergs–measured increments in energy savings. Use piloté par l'IA forecasting to adjust staffing in real time, and implement a lean project portfolio to prune non-core activities. During off-peak hours, shift workers to cross-training to increase their versatility.

Revenue mix optimization: raise takeout share to 60-70% of gross revenue, with delivery accounting for the remainder. Adjust pricing to balance demand and margin; upsell bundles; leverage a generative marketing approach to personalize offers and improve conversion. Since packaging and delivery fees can impact average ticket, test a tiered menu that increases the order value per basket. This approach supports better unit economics across the portfolio.

Operational setup: appoint a dedicated manager for each branch, implement a post-closure learning project, and maintain a strong leadership culture. Create a structured portfolio of initiatives, with clear metrics, assignments, and timeline; this allows the organization to continue to increase efficiency during disruption. Use background data from each branch to identify waste and shrink, and adjust resources accordingly.

Key metrics: contribution margin by channel, delivery share, order value, cost per order, labor hours per order, and ergs saved. Track the post-promo uplift, and adjust the mix as needed; the goal is to keep profitability stable while expanding delivery and takeaway. Adopt an piloté par l'IA forecast to guide procurement and staffing; align with founder values and sector best practices, while empowering diverse talent across branches to reflect what customers expect.

Google Cloud AI collaboration: integration plan, pilot programs, and customer experience changes

Recommendation: Launch a 90‑day phased integration plan centered on Google Cloud AI, with a governance framework to translate data into high‑value customer insights and increased satisfaction across channels.

1. Integration plan

   • Build a data fabric that ingests ERP, CRM, fulfillment, and feedback streams; map to primary customer journeys; target excellence into every interaction.
   • Assign a vice‑led governance team; responsible owners for data quality, privacy, and security; positions defined and accountable.
   • Adopt an adaptable architecture using Google Cloud AI tools (Vertex AI) to develop and deploy models; launched a sandbox environment for testing; ensure compliance, traceability, and explainability.
   • Target manufacturing and retail segments; align with current growth priorities; integrate with existing systems to serve omni‑channel experiences.

2. Pilot programs

   • Pilot 1: Personalization engine that learns preferences and delivers targeted recommendations across web and app; metrics include satisfaction, conversion rate, and average order value; launch in 3 regions; scott from visteon co‑leads integration; hoffman oversees CX outcomes; currently expected to demonstrate a 5–12% uplift in satisfaction across multiple cohorts.
   • Pilot 2: Demand forecasting and inventory optimization in manufacturing and distribution; KPI: forecast accuracy, service level, stockouts; aim to reduce waste and improve on‑time delivery; increased planning reliability from refined models.
   • Pilot 3: AI‑assisted customer service with a hybrid human‑in‑the‑loop; shorten handle time, improve first contact resolution; outreach program targeting inclusion; named champions such as nancy; multi‑language support and privacy protections; like live QA loops, this pilot tests rapid escalation to agents when needed.

3. Customer experience changes

   • In‑app and web experiences deliver proactive updates, order tracking, and personalized product recommendations; high‑quality interactions drive satisfaction and organic adoption across channels.
   • Voice and chat experiences across touchpoints provide quick answers; like contextual prompts, users navigate smoother journeys; continuous enhancements from increased feedback loops.
   • Accessibility and inclusion programs expand language options, adjustable interfaces, and compliant design standards; outreach efforts ensure diverse customer segments are served with equal consideration.

Operational notes: the collaboration brings a capacity to develop insights from multiple data sources, shifting primary decision points toward proactive care. The plan seeks to continue momentum after initial launches, with scott, hoffman, and nancy named as champions to sustain growth, alignment, and customer satisfaction over time.

Coronavirus-era menu items: top performers, testing approach, and replication in other markets

Currently, standardize a three-item core lineup that delivered the strongest lift during the coronavirus era and roll out via a tight pilot across markets to validate scalability and learning before broad deployment.

Top performers during the coronavirus-era period include papadias variants, Calif-focused crust adjustments, and tightly paired bundles drawn from the portfolio. In markets where papadias led the take rate, incremental sales rose into double digits and average order value increased by a meaningful margin, with customers repeatedly citing convenience and value as drivers that support ongoing relationships. Calif-specific tests with localized toppings and packaging adjustments produced a clear uplift in incremental revenue and a notable rise in repeat orders, which helped set a precedent before broader expansion. Independent analytics teams provided a clean data feed into boards and corp, enabling building blocks for scale. Johnson and Brady led the cross-functional reviews, with Charlotte coordinating regional feedback and Gugino, Martin, and other members contributing ongoing insights, which kept leadership pleased with progress and aligned with the president’s responsibility to steward the portfolio.

Key data points to guide decisions include:

• Papadias variants yielded approximately 12–18% increases in unit economics in pilot markets, with throughput improving when marketing campaigns ran continuously throughout the cycle.
• Calif-market tests showed roughly 10–12% incremental sales and a 6–8 point lift in repeat orders, signaling value in local adaptation before broader replication.
• Bundled combos integrating core items plus sides improved gross margins by 6–8 points and supported higher lifecycle value per customer at the same time that supply-processes remained stable.

Testing approach and governance:

1. Define success metrics, baselines, and acceptance criteria using independent data sources; track AOV, incremental revenue, basket size, and repeat purchase rate across markets.
2. Run 2–3-market pilots over 4–6 weeks with dedicated teams and papadias as the flagship item; collect qualitative feedback from members and frontline staff to refine recipes, packaging, and service flow.
3. Conduct independent reviews by boards and corp representatives, led by Johnson and Martin, with Charlotte and Gugino supplying analytics and market context; adjust processes before broader rollout.
4. Implement a replication kit that standardizes SKU specs, ingredient sourcing, shelf-life, and training materials; align with proactive innovation practices to shorten lead times in new markets.

Replication in other markets:

1. Establish a phased expansion plan that preserves core item integrity while allowing local customization within defined boundaries; which components scale best include consistent product specs, reliable supply, and streamlined packaging.
2. Before scale, secure supply-chain redundancy in key markets and validate pricing against local cost structures to protect margins across the portfolio.
3. Roll out the core lineup to additional markets using a two-tier approach: a rapid activation in nearby regions (calif included) followed by wider deployment after confirming performance signals from the pilots.
4. Assign dedicated owners for each market and maintain relationships with local teams; record learnings in a centralized repository so that boards can monitor progress throughout the portfolio lifecycle.
5. Timeline targets: finalize specs within week 1–2, initiate pilot in week 3–5, complete independent review by week 6–8, and begin staged rollout by week 8–12; monitor performance continuously and adjust tactics as needed.

Rationale and next steps:

The approach builds on a disciplined process that has already yielded observable gains in papadias adoption and Calif-localized iterations. With a dedicated corps of product and field leads, supported by Johnson, Brady, Charlotte, Gugino, Martin, and other members, the organization can maintain momentum while strengthening customer relationships and ensuring reliable execution across markets. The president’s responsibility to optimize the portfolio remains central, and proactive innovation should continue to drive adaptation that serves both current and future demand.

Leadership transitions and governance: CFO retirement timing, McDonald’s new president implications, and MHI chair changes

Recommendation: Align CFO retirement timing with the primary governance calendar, appoint an internal successor to the president position, and implement a six-week handover chaired by the board of directors to keep operations stable and teams productive.

Set the CFO retirement window within the current fiscal year, ideally between Q3 and Q4, with a pre-announcement to staff and customers, while ensuring purchasing and operations teams have a continuity plan using google dashboards to monitor liquidity and cost structure. This adds discipline to the transition and accelerate the onboarding of the replacement.

The appointment of a new president at a leading quick-service operator shifts direction on strategy, cost efficiency, and product development. Key implications include accelerated leadership alignment across markets, intensified focus on convenience, and doubling down on digital channels. The leadership should enable cross-functional teams to increase collaboration between marketing, operations, franchising, and purchasing to support a cohesive customer experience. The new president should reassure professionals and directors about the company’s direction, and ensure a strong corporate rhythm.

Chair changes at MHI indicate a shift in risk oversight and strategy direction. New chair selection should emphasize continuity, governance discipline, and engagement with professional directors. In addition, committees should be recalibrated to increase focus on human capital, purchasing oversight, and franchising strategy. Names such as greg, arthur, anderson appear in succession planning notes, emphasizing the need to maintain a stable direction and to please key stakeholders including customers and business partners.

Directors should publish a detailed succession cadence, including a primary contact lead from human resources, a clear timeline, and a set of metrics to measure the transition’s impact on operations, customer satisfaction, and product delivery. This will enable the company, and its teams, to maintain service levels, and keep corporate strategies on track since the new leadership takes the helm with a clear direction, and a plan to increase product and service confidence among customers and franchising partners. This approach aligns with companys governance expectations, and reinforces accountability across primary decision makers.