My Story

From the Floor to the Fire

I’ve spent over three decades in the food & beverage industry… I started as a teenager in various food entities, because that’s what teenagers do. The food and beverage industry offers kids with no experience an entry level position. I continued to work in the industry after high school and into college. I moved quickly from a barista to a cocktail server to a fine dining server… and then landed my first corporate management position at the young age of twenty-four. Since then, I have hustled on the floor, in the kitchen, in management, opening restaurants, closing restaurants, consulting, and building my own food businesses. I’ve worked with large, system-driven restaurant groups and small, independently owned operations. That contrast taught me everything I needed to open my own place.

When systems are in place, this business can run smoothly. But there’s one thing that will always test you: people. No one truly teaches you how to manage people. Managing communication, expectations, personalities, and culture is where most of your time goes. When I was a young manager, I mastered the details of the job, the systems, but I was terrible at managing people. And that took me years to admit. But it’s true.

The Psychology Behind It

The fact that I couldn’t grasp how to lead a team twice my age really bothered me. I started following my GM around like a puppy dog, absorbing his every move: the way he responded to an angry staff member, the way he handled someone with chronic tardiness, the line cook with an attitude… hell, even fist fights on the line! As years went by, I made my way around California and continued to pick out the most capable manager on my team, and I continued to mimic their management style (the May Letter Club topic). As I studied, up close and in person, the relationships between each employee, in such a dynamic environment, I was compelled to dive deeper, which led me to earn my Bachelor of Science in Psychology. I’ve always been fascinated by workplace relationships, why people behave the way they do, how communication breaks down, and what makes teams succeed or fail. Much of my focus during my college career was naturally aligned with industrial-organizational psychology. This is my passion. This is what I was meant to do… share my knowledge and help managers fine tune their career, one skill at a time.

With any decades-long career, you look back and analyze where you started and where you are now. It amazes me how far I have come. Having ability to apply both academic insight and real-world experience in a way that actually works in this industry did not happen overnight.

Where The System Breaks Down

Our industry is lacking dramatically in the training department. Briefly, restaurants don’t have the money to spend on training hours. So, you’re throw into the fire, then praised for how well you handled it. After that ego boost and a few paychecks, they have you hooked. And this predictable scenario gets put on repeat throughout every kitchen across the country.

Some decide to study hospitality in college, or go to culinary school, which provides a really great, solid foundation. But while those people are sitting in class, or allowed three hours to make one loaf of bread, the warriors in the kitchen are creating muscle memory (neuropathways) on how to handle: being slammed on a Friday night, but successfully not exceeding 20 minute ticket times with water in their non-slip clogs, being stuck wearing a uniform covered in buffalo sauce, yet being praised for OCD-like organization, the possibility of a mental breakdown because the tickets won’t stop… but you do it, with not one plate coming back all night! That experience is priceless.

But not all restaurants operate functionally, unfortunately, and without a properly trained staff, the restaurant will not profit. Why? Because the owner(s) and managers are spending all of their time dealing with corrections, send-backs, employee frustration, re-training on the fly, and human resources issues. As an owner, you’re trying to grow your business, but you’re stuck putting out fires. As a manager, you’re caught between an unorganized chaotic mess and unhappy staff. This toxic cycle repeats itself over and over again. At some point, something is 86’d, and too often, it’s growth, consistency, or even passion.

And that’s where so many businesses stall. That’s when managers quit.

The Consulting Reality

I fell into consulting on accident. It started out as being hired as a manager for new store openings. I was underpaid, hired as a manager instead of a consultant. I didn’t know any better. I don’t blame the owners; They knew what my talent was worth before I did. They snatched me up and probably saved about $80,000 the first year by hiring me at a “competitive salary.” (cough-cough-bull-shit-cough) Because the industry is small, I knew everyone in town. When someone needed help at their establishment, I was called upon. I worked closely with owners and teams, typically for 1 to 6 months at a time, and I loved it. There is nothing better than helping a business find clarity and start seeing that bottom line grow. Being thanked by staff for coming in and “whipping them into shape” meant a lot too.

However, these jobs didn’t always go how I had planned. Let’s be real, if a business is failing, it’s usually the owner’s responsibility. That person has habits they have gained over years and years, bad habits. They want the consultant to come in and clean up their mess as quickly as possible, because that’s “cheaper” for them. However, no matter how quickly I put together a plan and executed it, if the owner wasn’t willing to change their ways, nothing was going to change. It was sad, really. I’d have a handful of staff in tears because they were so happy I was there, and they started to make money again (the ones who weren’t stealing), and on the other hand, an owner who expects change, but not willing to changing him/herself.

When I looked back on the successful jobs, and while I was proud of the hard work I put in, I was still not completely satisfied. I was disappointed that I had spent months helping a group of 20-30 people on average. I started wondering how I could help more people in a shorter amount of time in a business that is so incredibly hands-on.

Why The Mentor Project Exists

The Mentor Project was built to bridge that gap. If I could tap into just one aspect of the business, and help as many people as I can, who would I focus on? Management. (Owners, that includes you!) A strong management team will take your business to new levels.

What started as a simple idea ~ a monthly mentorship letter delivered by mail ~ became the foundation. I wanted something tangible. Something that cuts through the digital noise and gives you space to actually focus on what your task is.

Each month, we take one topic ~ something every manager deals with ~ and we work on it together. Not ten things. Not chaos. One thing. Done right. Your Mentor Letter will be delivered around the beginning of the month. It will be written by yours truly, and have a very focused topic or theme. We could talk about how to hire, retain and terminate staff one month, and the next month, we could be talking about free ways to advertise to increase your top line. We will talk about it all! And, YOU WILL BECOME A MORE SKILLED MANAGER! Then, for those who want more, we meet live, online. We talk through that month’s topic together in a group setting. We troubleshoot. We laugh. We connect. And, this is all done without the fear of retaliation.

A Community That Was Missing

This industry is tough. It always has been. But what’s been missing is support. This is a place where food & beverage professionals come together… not just to learn, but to connect. To share. To grow. To build something better, together in a nonjudgemental environment.

More Than Mentorship

This is just the beginning.

Through mentorship, workshops, and structured courses, you’ll refine your skills, strengthen your leadership, and build systems that actually work. You’ll also have the opportunity to earn certificates of completion, something tangible to add to your professional portfolio. Because in this industry, growth shouldn’t be accidental.

Welcome In

If you’re here early, welcome! You’re part of building something special.
If you’re just finding us… there’s a seat for you at the table.

Invest in yourself. Step out of the chaos.
And let’s get to work.

Thank you for choosing The Mentor Project… and thank you for making our industry better!

Sincerely,

Dana Calhoun, B.S.

Founder, The Mentor Project