‘Find Great People and Let Them Be Great’

In many ways it sounds like a classic American success story: Chris Hellmann started as a dishwasher at age 15 for Ponderosa, proudly working his way up to fry cook. In those early days he felt a real connection with the business. 

“There was something about the energy, the teamwork, and the way food brings people together that really stuck with me.”

Over the years, that initial spark grew into a genuine passion for the industry, shaping the direction of his entire career.

Hellmann has spent more than three decades in the foodservice industry with 29 years at Coca-Cola as a Global VP and GM where he helped grow the Coca-Cola freestyle division to over 50,000 customers worldwide. (His go-to flavor is Fanta Grape.) 

He joined Restaurant Technologies (RTI) as Chief Commercial Officer in 2023, helping the automated cooking oil management provider to grow to more than 45,000 customers nationwide. (His go-to is RTI Gold.)

As he retires this month, Hellmann looks back and shares lessons he’s learned along the way about the industry, growing a brand, and building trust with Modern Restaurant Management (MRM) magazine readers.

What kept you in foodservice and inspired you?

I started working for Coke when I was 28 in the Fountain department. So, I was selling to foodservice customers and I just loved it. The science and art of the business made sense to me.  While I had many roles at Coke, they were mostly attached to restaurants.  I ran the global SUBWAY Restaurant business for Coke for five years – it was a highlight getting to visit 40+ countries working in the foodservice business. 

After I left Coke, I was lucky enough to meet up with the CEO of Restaurant Technologies, Jeff Kiesel – and I just loved their product, people, and the culture they have built. And once again, I found myself working with foodservice brands and businesses.   

What are some lessons you have learned along the way about brand building?

Authenticity is talked about a lot – but it matters.  People buy brands they believe in and trust.  

People buy brands they believe in and trust.  

Another lesson is that I can really only sell value propositions that I believe in.  

How has your leadership style evolved? 

This isn’t a unique answer. I’ve found that my approach to leadership has shifted quite a bit. Early on, I was very hands-on, focusing heavily on the tactical aspects and making sure every detail was just right. 

Over the years, I’ve come to realize the most important thing you can do as a leader is find great people and let them be great. When you have weak spots on the team, you have to act.  

In what ways has the foodservice/restaurant changed over the years? How have guest expectations evolved?

I think it’s fair to say the industry is always changing – the fast paced nature is maybe the best part.  One of the most vivid examples of this was during COVID when restaurants had to pivot quickly and adapt in ways we hadn’t seen before—from embracing new safety protocols to finding creative ways to connect with guests and deliver experiences despite restrictions. That period really highlighted just how resilient and innovative the industry can be.  

Guest expectations evolve but some fundamental things stay the same – “I want great food and value.”  

What are some rewarding projects you have worked on during your career?

You may find this funny, but one of my first jobs was an assistant brand manager and I was responsible for bringing Minute Maid lemonade to fountain.  It’s gone on to be the most consumed lemonade ever (I don’t really know if that is a fact, but I think so).  

I also brought touchless to Freestyle.

At RTI, we have built an advanced customer segmentation and a predictable growth model that I feel is really best in class. While not a project or anything I built, I am really proud to be associated with RTI’s sustainability work – we are the largest recycler of used cooking oil in the US.

How important are sustainability practices to the financial sustainability of the foodservice industry moving forward?

Sustainability is a huge part of the foodservice industry and community. It's not just an important practice for operators – it’s good business. People want to be attached with brands that are thoughtful about ingredients, employee practices, safety, cleanliness, value, speed, service AND always on the list is sustainability.

What advice would you give to someone who sees your career path and wants to emulate it? What opportunities does the industry have for people?

Run.

Just kidding. Obviously I love the foodservice business and it has been very good to me. The best advice I have is learn the guts of the business. Whether you war wording in a restaurant or selling to a restaurant…you have to know how the business operates, makes money and services customers!