Forktales

Vigor
  • 5.0 (6)
  • Marketing
  • Updated Monthly

A weekly podcast that feeds food and beverage brands with insights, ideas, trends, and anecdotes discussed with restaurant, hospitality, and beverage industry leaders.

  1. Aug 27

    Paul Hemingway – CPG marketing leader and food innovation strategist

    Paul Hemingway is Vice President of Marketing and Communications at Litehouse Foods, where he also leads innovation. A 25-year CPG veteran, his career has included roles with major companies including The J.M. Smucker Company and Coca-Cola before joining Litehouse about five years ago. Litehouse Foods is a 100% employee-owned food company with roots stretching back more than 60 years to a restaurant in Idaho, where its original blue cheese dressing was created. Today, Litehouse is the nation’s leading refrigerated salad dressing brand and the company’s portfolio extends into sauces, condiments, pasta and other categories. Litehouse has been expanding beyond its traditional refrigerated dressing business as part of a broader diversification strategy. Its portfolio includes brands and partnerships such as Guy Fieri’s Flavortown, Zaxby’s and Veggiecraft, allowing the company to reach new consumers and compete in different areas of the grocery store. Litehouse’s partnership with Guy Fieri grew from an authentic product connection. Fieri was already using Litehouse sauces at home and recognized the company’s culinary expertise. Before entering the partnership, Litehouse insisted on spending time with him personally to make sure there was an authentic match in values. Consumer behavior is changing faster than Paul has seen at any point in his 25-year career. Discovery increasingly happens before shoppers enter a grocery store, making it important for brands to understand the entire consumer journey and the different meal occasions that drive purchase decisions. Social media, digital content and AI are expanding consumers’ exposure to new foods and flavors. Paul sees younger consumers in particular discovering global cuisines, unexpected product mashups and new flavor experiences through their phones, creating opportunities for brands to introduce innovation that feels adventurous without feeling too risky. GLP-1 medications are influencing how Litehouse thinks about future food innovation. As some consumers eat less, Paul sees growing opportunities around nutrient-dense foods, protein and fiber, while research suggesting GLP-1s may affect taste could also contribute to demand for bolder, spicier flavors. Economic pressure is creating different definitions of value. While some consumers will pay more for better taste, nutrition or quality, others are increasingly turning to private label. Paul believes brands may need to offer new sizes, formats and price points that make premium experiences more accessible. Employee ownership has changed the way Paul thinks about company culture. Rather than focusing solely on individual career advancement, employees are encouraged to think about strengthening the overall business and creating value for current, retired and future employee owners. Litehouse’s employee-owned culture can also provide a competitive advantage. Paul believes its roll-up-your-sleeves mentality, combined with the company’s relatively small size, allows it to remain nimble and respond to consumer trends and opportunities faster than larger competitors. AI is helping Litehouse accelerate analysis, consumer research and innovation. Paul sees its value less as replacing marketers and more as helping them move faster, quickly curate information, generate ideas and devote more attention to strategy and higher-value marketing work. The strongest retailer relationships happen when brands stop behaving like vendors and operate as true partners. For Litehouse, that means focusing on a retailer’s shoppers and growth objectives, jointly developing strategies, measuring results and finding opportunities that create value for both organizations.   QUOTES “The reality is, as you invite more consumers, different households into your brand portfolio, the needs are different.” (Paul) “If there are not 10 competitors, there are 100 competitors vying for your dollars. And so it changes how we think about the positioning of our brands.” (Paul) “You have to ensure that there’s a match of values. An authentic match of values.” (Paul) “Where we compete is associated with freshness. And with freshness comes increased perception of quality.” (Paul) “Their behavior is changing as fast as I’ve ever seen in my 25-year career. Where they learn about products has changed. What constitutes value and what does not constitute value changes.” (Paul) “We can’t think about that journey starting at the grocery store.” (Paul) “More and more, I find AI curating solutions for me. ‘Hey, AI, go figure this out for me and then come back with some ideation.’” (Paul) “Give me something that just has a half notch of adventure to it or is a half notch towards a helpful benefit. And I think that’s where you’ll see some innovation take form.” (Paul) “You’ve got to find the joy. It’s an approachable joy.” (Paul) “It’s not about, ‘How can I do my job?’ Or, ‘How can I do my job to get to the next job, to the next job, to the next job within the organization?’ It’s more of, ‘How can I make our business stronger?’” (Paul) “A big part of that is the people. It’s the culture that we’ve connected. It’s the roll-up-our-sleeves mentality.” (Paul) “A great retail partnership is when you’re able to position yourself not as a vendor, but as a partner. And the focus isn’t on you, but it’s on them and their growth, their shoppers, their guests.” (Paul)

    Paul Hemingway – CPG marketing leader and food innovation strategist

  2. Aug 19

    Jim Herr – Third-generation snack industry leader and champion of flavor innovation

    Jim Herr is Senior Vice President of Sales, Marketing and R&D at Herr’s, where he helps lead the consumer-facing side of the family business. A third-generation family member, he brings a deep connection to the company’s history while helping guide its continued growth, innovation and consumer engagement. Founded by Jim’s grandparents in 1946, Herr’s has grown from a small Pennsylvania potato chip business into a nationally recognized snack company. Still family owned and operated, the company maintains deep Philadelphia-area roots while expanding its product portfolio and distribution throughout the country. Herr’s is now primarily led by the third generation of the family, with Jim and two cousins overseeing different areas of the business. The family has put significant effort into succession planning while working to preserve values established by the founders, including hard work, trust, generosity and treating people well. Jim says being family owned allows Herr’s to take a longer view, making investments and decisions based on the longevity of the business rather than focusing primarily on short-term gains. Maintaining an entrepreneurial mindset is particularly important as Herr’s moves through its third generation. Jim sees complacency and relying too heavily on “that’s how we always did it” as potential threats to a multigenerational family business. Authenticity has played an important role in building loyalty around the Herr’s brand. Rather than chasing attention, the company tries to remain true to its personality, its roots and the passionate character of the Philadelphia region. Social media has strengthened Herr’s relationship with consumers by giving the company more opportunities to listen, interact and involve people in product decisions. Flavored by Philly, for example, invited consumers to suggest and vote on flavors. Consumer feedback can have a direct impact on the product lineup. After Herr’s repeatedly heard requests to bring back its Long Hots & Provolone flavor, the company eventually added the limited-time product to its everyday lineup. Innovation requires accepting that not every idea will succeed. Herr’s uses research, testing and consumer insights to get products as close as possible before launch, then adapts based on what happens in the marketplace. That willingness to accept occasional failures has given the company freedom to experiment with bolder ideas. Herr’s combines formal trend research with experience, intuition and entrepreneurial thinking when developing products. Jim believes some ideas are worth pursuing even when they don’t check every box in a traditional development process. Limited-time products have become more strategic for Herr’s, with new flavors increasingly connected to partnerships, restaurants, events or themes. The goal is to create an experience and a little excitement for consumers rather than simply introduce another bag of chips. As consumer preferences evolve, Herr’s is paying close attention to ingredients, alternative oils, package sizes and the impact of GLP-1s. Jim says the company ultimately focuses on what consumers actually want to buy, using listening and understanding to guide how its products evolve. QUOTES “Some of the things that we’re interested in and that we put effort against or spend money against are really about longevity more so than short-term gain.” (Jim) “We put a lot of effort into the culture, maintaining some of those key tenets that my grandparents were so fond of and emulated so well, like hard work, trust, being good people.” (Jim) “The inherent passion that you have for a family business, just because it’s part of what you’ve always done and part of your family’s legacy, you certainly have a drive there. I think that’s pretty special.” (Jim) “Sometimes because you’re tied into the history of the company, you see complacency and the idea that that’s how we always did it. That’s what got us here. So that’s what we’re going to do.” (Jim) “One of the things that I think that we do is really stay true to who we are, try to really be authentic.” (Jim) “At the end of the day, we want to make a great, high quality product that creates a good experience, great flavor for consumers.” (Jim) “We have so much more connection, so much more ability to connect with consumers and understand what they want. We can listen to them.” (Jim) “You’re going to have plenty of new items that do well and you’re going to have plenty that don’t. We try to get 90 percent of the way there, all the research and insight that we can get. And then you just have to launch it.” (Jim) “A little bit of the mindset of being okay with some failures from time to time, you’re not always going to hit a home run, has really kind of freed us up a little bit to try some new things and try some bolder flavors or bolder tie-ins.” (Jim) “We like to always have just a little bit of that opportunistic or entrepreneurial spirit when it comes to new items where you say, this might not check all the boxes for all the processes and testing that we would do, but we think there’s something here.” (Jim) “We’re really trying to create an experience, something a little bit more than just a bag of chips.” (Jim) “That’s the key for us, listening and understanding what our consumers want, what their demands are, and then coming back and making sure that we’re representing that through our products.” (Jim)

  3. Jul 16

    Amir Yazdi – Restaurant investor, operator and growth strategist

    Amir Yazdi is the founder and managing partner of Bastian Capital, an investment firm focused on identifying, acquiring and growing restaurant and hospitality businesses. A former film producer, Amir transitioned into the restaurant industry more than two decades ago and has built a career scaling multi-unit operations, investing in emerging concepts and helping restaurant brands grow sustainably. Bastian Capital invests in restaurant and hospitality businesses with an emphasis on operational excellence, scalability and long-term value creation. The firm owns and operates multiple restaurant concepts, including Subway, UNO Pizzeria & Grill and Coffee Bean & Tea Leaf locations, while also evaluating acquisition opportunities throughout the industry. Before founding Bastian Capital, Amir attended the USC School of Cinematic Arts and worked as a film producer. He credits his experience as a bartender with teaching him valuable customer service and leadership skills that continue to influence his approach to business. Bastian Capital has grown from operating restaurants to acquiring and investing in brands across multiple states. Amir believes every successful restaurant concept must be designed for replication. Strong systems, documented processes and operational consistency are what allow founders to scale beyond a handful of locations. One of the biggest questions he asks when evaluating an investment opportunity is simple: Why is the owner selling? The answer often reveals whether the business still has meaningful growth ahead or has already reached its peak. He cautions operators against assuming great single-unit managers will automatically succeed in multi-unit leadership roles. Scaling requires different skills, stronger infrastructure and the right people in the right positions. Amir says restaurants ultimately spend money in two places: food and labor. Rising labor costs continue to reshape the economics of the industry, making operational efficiency and back-office infrastructure more important than ever. He believes restaurants will continue to thrive because they provide something technology cannot replace. Beyond serving food, they create gathering places where families, friends and communities come together to celebrate, connect and build lasting memories. While he believes robot servers have limited appeal outside certain concepts, Amir expects automation in restaurant kitchens and back-of-house operations to become increasingly important as operators manage labor shortages and rising wage pressures. Looking ahead, Amir sees GLP-1 medications as one of the biggest long-term forces facing the restaurant industry. As access expands, he expects changing eating habits and shifting consumer behavior to influence menus, traffic patterns and restaurant economics across multiple segments.   QUOTES “Everybody needs to work a service job at some point in their lives. You learn how to deal with people, you learn how to be humble, and learning how to roll with difficult customers is a vital life skill.” (Amir) “The hardest step for us was going from four restaurants to five. That’s the point where you lose the ability to touch everyone all the time, and you realize you can’t do this by yourself.” (Amir) “When I look at scalability, it’s about simplifying the operation to the point where, if I grabbed you off the street, I could teach you how to run this place in three days.” (Amir) “We took all the guesswork out of the equation very early on, and that became a real catalyst for our ability to scale.” (Amir) “Just because you’re an excellent single-unit manager doesn’t make you an excellent multi-unit manager.” (Amir) “‘This is the way we’ve always done it’ is the worst possible answer to the question.” (Amir) “There’s only really two things you spend your money on in this business: food and people.” (Amir) “We’re just at the beginning of the GLP-1 story. When access expands, that’s going to be one of the biggest changes this industry has to navigate.” (Amir) “People will always want to go out. There’s something about breaking bread together. Restaurants bring communities together, and sometimes you catch magic. You can’t replicate that anywhere else.” (Amir) “There’s only so much price you can take. I always say, ‘Two is the new one.’ But if four becomes the new one, that’s a real problem for everybody.” (Amir)

    Amir Yazdi – Restaurant investor, operator and growth strategist

  4. Jun 25

    Season 10 highlights

    Forktales

    Season 10 highlights

  5. May 14

    Pete Olander – Founder of Happie and innovator in cannabis and functional wellness beverages

    Pete Olander is the founder of Happie, a plant medicine beverage company focused on cannabis-infused and functional mushroom drinks. Before launching Happie, he worked in private banking at J.P. Morgan and later in the nutrition and consumer packaged goods space, experiences that helped shape his entrepreneurial mindset and understanding of beverage formulation, distribution and scaling a brand. Happie is a functional beverage company producing hemp-derived THC drinks and mushroom-based wellness beverages under its Fungi Fusion line. The company focuses on approachable, wellness-oriented products designed to provide consumers with alternatives to alcohol and traditional energy drinks while emphasizing quality, transparency and consumer trust. Olander built Happie as a vertically integrated business, overseeing cultivation, extraction, formulation and finished products.  He initially launched the company as a CBD beverage brand in 2019 before expanding into THC beverages and functional mushroom drinks. Happie’s mushroom products feature ingredients such as lion’s mane, cordyceps and reishi in clinically relevant doses and are distributed through retailers including Total Wine and Amazon.  The company’s THC beverages are designed as low-dose social drinks that prioritize consistency and consumer comfort rather than overly intense experiences. Olander also discussed the complexities of operating in a heavily regulated, state-by-state cannabis environment and the importance of strategic partnerships as the industry evolves. Olander said his time working in banking exposed him to successful entrepreneurs who inspired him to think differently about risk-taking and business ownership. He explained that entrepreneurship was not something he always envisioned for himself, but eventually realized he wanted more ownership and fulfillment in his career. Olander emphasized that entrepreneurs cannot be afraid to fail because avoiding risk often leads to regret and missed opportunities. He shared that bootstrapping the business helped him stay in control and forced him to deeply understand every part of the operation rather than relying too heavily on outside investors. Olander said younger consumers increasingly want alternatives to alcohol that allow them to stay in control while still enjoying social experiences. He described functional mushroom beverages as part of a larger wellness movement where consumers seek products that offer benefits like focus, energy or relaxation without excessive sugar or stimulants. Olander explained that packaging and branding are critical because consumers “eat and drink with their eyes first,” especially in crowded beverage categories. He noted that Happie’s goal is to normalize cannabis beverages by creating approachable, consistent products that help people “feel good about feeling good.”   QUOTES “I need to have a little more ownership of this and I’m going to take a stab at this myself.” (Pete) “You have to not be afraid to fail. And you have to not be afraid to try because you don’t know until you try.” (Pete) “If you don’t do it, you’re always going to have that ‘what if?’” (Pete) “Anytime you take on money from an investor or institutional, you lose control.” (Pete) “It really forced me to get after it, grind a little bit more and get really comfortable with being uncomfortable.” (Pete) “Until you have the structure right, until you have the vision and the plan dialed in, you don’t need anybody else trying to tell you to try this differently.” (Pete) “We want to give people a real good experience. We want them to enjoy themselves, enjoy the environment they’re in and not feel any anxiety about carrying this can around and drinking it.” (Pete) “It’s not so cool to get out of control. You want to be in control, but you still want to have a good time.” (Pete) “If people are going to spend extra money on something, they want some kind of function out of it, some kind of a feel factor.” (Pete)

    Pete Olander – Founder of Happie and innovator in cannabis and functional wellness beverages

  6. Mar 27

    Jenny Mehlman – Dairy marketing leader and champion of all things cheese and butter

    Jenny Mehlman is Senior Marketing Director at Dairy Farmers of America, where she leads branded cheese and butter businesses. With a background in brand stewardship and innovation, she focuses on making legacy food categories relevant through consumer insight, storytelling and everyday moments that drive connection. Dairy Farmers of America (DFA) is a farmer-owned cooperative representing more than 9,500 American dairy farmers. As the leading global dairy cooperative, DFA produces and markets a wide range of dairy brands, with a mission centered on delivering value back to its farmer-owners and their communities. DFA operates with a long-term mindset, prioritizing sustainable growth and innovation over short-term gains. Its structure allows marketing and innovation teams to focus on building brands that resonate with consumers while supporting farmers’ livelihoods. The organization blends large-scale brand management with a strong sense of authenticity, transparency and purpose rooted in agriculture. Dairy is experiencing a resurgence as consumers reconnect with real, wholesome ingredients and seek both health and indulgence in the same products. Great marketing starts with understanding people, their routines, motivations and the small moments that shape decisions. Even in crowded categories, brands must earn attention through storytelling and relevance or risk being ignored. Innovation in dairy extends beyond new flavors to include format, function and new ways to meet everyday needs. Authenticity and transparency are critical, helping consumers trust where their food comes from and how it’s made. Creativity often comes from observing everyday frustrations and solving small, real-world problems. Strong brands maintain distinct personalities, allowing them to connect with specific audiences without competing against themselves. A long-term mindset, driven by farmer ownership, enables more thoughtful innovation and brand-building decisions.   QUOTES “We’re actually owned by 9,500 American dairy farmers, which puts a different spin on the work. It makes things more personal because our mission is to provide value to them and their families.” (Jenny) “If I can do right by our farmers and provide value to them and their families, I’m doing my job well.” (Jenny) “I look at brands as humans. They have personalities, and you have to treat them properly and have fun with them in a way that fits who they are.” (Jenny) “I’ve never found a business where you can’t get people to talk about cheese and butter. It’s kind of phenomenal.” (Jenny) “The secret to good marketing is really getting to know people, what makes them tick and what drives their decisions.” (Jenny) “Dairy is having a bit of a renaissance. It’s less about the challenge and more about the opportunity to stay relevant in people’s lives.” (Jenny) “Sometimes we get so focused on the big idea that we forget about the little moments. Those everyday occasions are where the connection really happens.” (Jenny) “I don’t often think in quarters. Our farmers are always thinking about the future, and that changes how we approach innovation and investment.” (Jenny) “Authenticity builds trust. If something feels authentic, people feel like they understand it and can trust it.” (Jenny) “I look at what I do as problem solving and getting to know people. Whether it’s detergent, chocolate or cheese, the motivations are often the same.” (Jenny) “Everybody is creative in their own way. It’s about recognizing it and giving people the permission to keep doing it.” (Jenny)

    Jenny Mehlman – Dairy marketing leader and champion of all things cheese and butter

  7. Feb 20

    Mike DiBeneditto – CEO of Golden Waffles and Champion of Bold Brand Reinvention

    Mike DiBeneditto is CEO of Golden Waffles, a nearly 90-year-old foodservice brand known for its fresh-baked waffle program. With a background in broadline distribution and leadership roles shaped by industry acquisitions, he brings an operator-first mindset grounded in clarity, partnership and disciplined execution. Golden Waffles, founded in 1937, provides an all-inclusive waffle program to operators in more than 50,000 locations across 60 countries. The company supplies mix, irons, service and support, helping foodservice partners add fresh waffles to their menus without operational friction. Under Mike’s leadership, the company rebranded from Golden Malted to Golden Waffles to better reflect what it actually delivers. The transition focused on clarity, modernization and honoring the company’s heritage, with careful internal communication and customer engagement throughout the process. Mike describes the brand’s mission as “happy made easy,” explaining that Golden Waffles exists to remove friction for operators, not just sell waffle mix. He shares that the rebrand was rooted in clarity. Customers already referred to the team as “the waffle people,” and the new name simply reinforced that identity. Relentless communication was central to the rollout. Mike believes that if leaders do not clearly explain the why, employees and customers will fill in the blanks themselves. Internally, involving long-tenured associates and even the founder’s grandson helped preserve heritage while modernizing the brand. Mike defines success as the intersection of speed, honesty and accuracy, getting to the right answer quickly without cutting corners. On trends, Golden Waffles focuses on solving real operator problems such as speed, simplicity and kitchen footprint rather than chasing hype. Regarding AI and technology, Mike views it as a support tool that should make good teams better, not replace people. At its core, he believes food is memory. Whether leading a rebrand or serving a waffle, the goal is to create shared experiences that people remember.   QUOTES “If the waffle is right, you don’t need to hide it under toppings.” (Mike) “Golden Waffles is the first time where I actually leapt at something. I ran towards something.” (Mike) “We don’t just sell waffle mix. We help operators serve a great waffle without any friction.” (Mike) “Bread tells you what to do. It’s a carrier. A waffle asks, how creative do you want to be?” (Mike) “You don’t rebrand just to look cool. You better look cool at the end of it, but you don’t rebrand to look cool. You rebrand to be clear.” (Mike) “Our rebrand was intended to remove friction, not necessarily to add polish.” (Mike) “If you don’t explain the why, people will fill in the blanks. And when they do that, it typically doesn’t align with where leadership’s head is at.” (Mike) “My definition of success is where speed, honesty and accuracy all meet. Who can get to the right answer the fastest without cheating?” (Mike) “Technology should really disappear into the experience. AI is never going to replace people. It’s about making good teams better.” (Mike) “The best meals aren’t really about complexity. It’s about who you share them with. Food is memory, that’s why it matters so much.” (Mike)

    Mike DiBeneditto – CEO of Golden Waffles and Champion of Bold Brand Reinvention

  8. Feb 6

    Madelyn Alfano – Restaurateur, hospitality leader and steward of Italian comfort food

    Madelyn Alfano is CEO and owner of Maria’s Italian Kitchen and a lifelong hospitality leader. Raised in her family’s grocery and restaurant business, she brings decades of hands-on experience, people-first leadership and a deep belief in food, culture and community. Founded in Los Angeles in 1972, Maria’s Italian Kitchen is a family-rooted, Southern Italian restaurant brand known for classic comfort food, consistent quality and warm hospitality. With eight locations, the brand has become a multigenerational neighborhood staple across Southern California. Alfano grew Maria’s from a small takeout operation into a multi-unit brand while navigating major challenges, including the Northridge earthquake and rapid industry change. She serves on California and national restaurant boards and is a strong advocate for thoughtful leadership, employee respect and community-centered hospitality. Early lessons from her parents taught her that customers will tell you exactly what they want if you listen closely. True hospitality means treating everyone with the same respect, regardless of status or background. Clear, consistent communication is critical, especially as a business grows. Leadership requires calm focus during crises, even when things are chaotic behind the scenes. Hiring in hospitality should prioritize personality and attitude over technical skills. Strong culture is built by leading by example and meeting people where they are. Long-term employee retention comes from respect, flexibility and genuine care. What keeps guests coming back isn’t just food, it’s how they feel when they walk through the door.   QUOTES “People will tell you what they want to buy. If you really listen, they’ll show you exactly what belongs in your business.” (Madelyn) “You treat everyone the same, from the Getty’s to the gardeners. My parents taught me that respect is non-negotiable.” (Madelyn) “Whoever walks through your front door, you need to embrace them and make them feel really good about who they are and where they are.” (Madelyn) “I was the original Instacart girl. We were delivering groceries long before anyone thought to call it that.” (Madelyn) “I had to pretend that someone was coming from Mars and had never worked in a restaurant before. That’s how clear your communication has to be.” (Madelyn) “Regardless of the circumstances, if you stay focused and lead with intention, you can get through almost anything.” (Madelyn) “It’s like a duck in water. Underneath, you’re paddling like crazy, but on top you have to look calm and steady.” (Madelyn) “Don’t confuse my kindness for weakness or my casualness for not being serious. I’m very intense about our business.” (Madelyn) “I’m very interested in people. It’s better to be interested than interesting.” (Madelyn) “Our first customers are the people we work with. If you don’t respect your team, nothing else works.” (Madelyn)

    Madelyn Alfano – Restaurateur, hospitality leader and steward of Italian comfort food
See All (48)

Ratings & Reviews

5
out of 5
6 Ratings

About

A weekly podcast that feeds food and beverage brands with insights, ideas, trends, and anecdotes discussed with restaurant, hospitality, and beverage industry leaders.

Information

  • Creator
    Vigor
  • Years Active
    2021 - 2026
  • Episodes
    48
  • Rating
    Explicit
  • Copyright
    © 2021-2022 Pavone Marketing Group, Inc.
  • Show Website
    Forktales