What’s Wrong with People? – Judy Marshall

This is the third interview in this series What’s Wrong with People?

Q: Judy, I read recently that you’re a native Chicagoan. Have you ever had the desire to live someplace else?

A: I grew up right outside Chicago, but I did leave for college. A scholarship to Howard University lured me to Washington DC for four years.

Q: Why did you come back?

A: I’ve got a large, extended family here, and there are lots of opportunities in the hospitality industry.

Q: Why that industry? And why did you choose Food & Beverage?

A: My parents both worked in service-related jobs and took pride in always surprising and delighting customers. I guess hospitality was part of my DNA! My first job was in Food & Beverage with a major hotel chain here. I enjoyed it more than I expected to. So many parts working together for efficiency. It was challenging.

Q: So, I’m curious why you left a job at a major hotel chain to join Kings Family Restaurants, a privately owned company.

A: Frustration. Working in a male-dominated industry, I was constantly struggling to be taken seriously as an African-American woman. I had good ideas that weren’t being heard.

      Kings was recruiting for an assistant VP of Food & Beverage to ultimately take over when my predecessor retired. Ralph, our CEO, was very interested in my ideas. But once he hired me, he sent me to work with the General Manager in Indianapolis so I’d learn about Kings. Returning to Chicago, I refined some of my ideas to fit Kings’ operations.

      When the time came, Ralph promoted me, and still listens—sometimes begrudgingly—when I want to implement changes.

Q: Sounds like you’re being taken seriously now. Are you still frustrated?

A: At times. Yes, I’ve earned respect at Kings and we have a great management team. My frustrations and challenges come with our expansions and acquisitions—working to build trust and credibility with new management.

Q: Such as?

A: When we acquired a restaurant chain in Nashville, our CFO persuaded Ralph to keep Pete, their general manager, on a retainer for a few months. He reported directly to our GM, Kenesha, with a dotted line to me—totally in conflict with our business model. Let’s just say it didn’t go well. Pete was used to an old boy network and resented being accountable to two women of color. It was clear he wanted Kenesha’s job and tried to sabotage her. It backfired on him.

Q:  You’ve got a great deal of responsibility in your role. What’s the downside?

A: Travel. Too much travel. I’m on the road three days a week. There might be some reprieve coming, though, as we expand. I’m hoping to bring on an assistant VP who can take on much of the travel and give me more time for strategy and planning.

Q: Do you have much time for fun outside work?

A: Barely. Though most Sundays I spend with my family—those Sunday dinners never seem to grow old.  I sang in the choir in high school and college and would love to get back to doing that once the travel eases up.

Q: Do you get involved much in employee issues like Maryanne Robertson does? And can you share any stories?

A: Most of operations ultimately reports to me, so of course, the employee issues follow. As for stories, I’ve told you some about Pete and Kenesha. You can read more about that situation and others in They Did What? And get 15% off the print and eBook with code TDW2022 if you order by December 17, 2022.

ICYMI: Read prior interviews with Kyle Greene and Maryanne Robertson