Anything that touches the company is my job–every function, every detail, all the time, whatever it is. It’s critical to hire culturally aligned, fantastic people to set the standard of excellence in the ways we are going to operate, and to build and have a strong culture. At the same time, being aware of most–or all–of what’s going on is important. Know that if anything touches the company–whether it is expected or unexpected–is relevant, and your job. You are the steward of the company, no matter what it is.
As a part of our series called ‘Five Things I Wish Someone Told Me Before I Became A CEO’ we had the pleasure of interviewing Jeff Galletly.
Jeff Galletly is the CEO of Brooklyn Dumpling Shop, the leading Asian-inspired fast-casual food brand offering innovative takes on classic menu items, known for its globally-inspired menu and unique approach to dumplings, as well as its CPG presence in over 1300 retail locations nationwide. With a hands-on management style, Jeff is deeply involved in every aspect of the business, overseeing the success of multiple locations across the United States and Canada, while working closely with his team and franchisees to ensure a seamless customer experience. Focused on expanding the brand’s reach and scaling the business, Jeff brings extensive experience in restaurant operations, franchising, development, marketing, strategy, and private equity, having honed his expertise through various roles at Restaurant Brands International (RBI), most recently serving as Vice President & General Manager of Tim Hortons USA.
Thank you so much for joining us in this interview series! Before we dig in, our readers would like to get to know you a bit more. Can you tell us a bit about your “backstory”? What led you to this particular career path?
I spent the latter part of my career doing restaurant franchising, both domestically and internationally. I love the business of franchising, restaurants, and engaging with consumers, and that ultimately led me to where I am today. I was able to sync up with a group of investors led by Kevin O’Leary and Matt Higgins. I met Matt last year, and we hit it off, wanting to work together. Matt was coming in to invest in Brooklyn Dumpling Shop with Kevin, and I decided to leave big corporate life, and get on board with Brooklyn Dumpling Shop to do something much more entrepreneurial. What pushed me to this role was being so excited about this business — playing in a really distinct category, all the tailwinds we have, what makes our brand unique, and all the growth potential.
Prior to restaurant franchising, I worked many different roles–starting out at McKinsey & Company working on strategy projects for consumer businesses, then working at PepsiCo doing marketing and strategy, and being an investor at a private equity fund. With this experience, I was able to combine a few different elements of my prior roles that all correspond to what we’re doing here at Brooklyn Dumpling Shop, whether it be in terms of restaurant franchising, our CPG business that we’re rapidly scaling, or the really interesting financing plans that we have. This, combined with being able to partner with a great group of investors, building an amazing internal team, and having a clear business strategy, are what get me excited about this business and keep me on this career path.
Can you share the most interesting story that happened to you since you began leading your company?
To me, the most interesting thing is this glamorization of entrepreneurship and start-up life relative to the reality of how hard the work is and what it takes to be successful. Fortunately, at Brooklyn Dumpling Shop, we’ve got fantastic investors and an incredible team. We’re able to care for and support one another.
My biggest learning over the past year is that there’s definitely a realization of what it takes, and the effort required, to ultimately build a strong enduring business from a foundational standpoint. It’s the greatest challenge, but also the greatest opportunity, and I’m really excited about where Brooklyn Dumpling Shop is currently at, and the progress we’ve made over the past year. I’m excited for what that’s going to mean for our success in 2025 and beyond.
None of us are able to achieve success without some help along the way. Is there a particular person who you are grateful towards who helped get you to where you are? Can you share a story about that?
For this role in particular, I’m grateful to Matt Higgins. I mentioned previously that I had met Matt last year during the CEO search of one of his other portfolio companies. I was actually offered the role, and decided to turn it down for a variety of reasons, despite really liking Matt. I knew at some point I wanted to work with him under the right circumstance.
It’s kind of funny, as time went on, I had reached back out to Matt several times to get back in touch with him, and when I finally did, he was a little bit hesitant because I had turned him down for the prior role. I let him know that I really enjoyed meeting him, and that his book Burn the Boats was very influential to me when I thought about leaving big corporate life and transitioning into something more entrepreneurial, which I had wanted to do for a while.
I had listened to the audio version of his book three times, and was a bit persistent in reaching back out to him. I think he has a fascinating story, and an epic career, and so the opportunity to work with him was one that got me to “burn the boat” and get on board at Brooklyn Dumpling Shop. I really appreciate Matt for that–he’s been a great partner, and we’ve had a lot of great chats–not just about business, but about any number of topics. Having people like him, Kevin O’Leary, and the folks at O’Leary Ventures, in Brooklyn Dumpling Shop’s corner and helping us be as successful as possible, really means a lot, and it’s an honor and privilege to work with them.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader?
Coming on board here, our CPG business of selling frozen dumplings in grocery stores, was actually larger than it is today, and we were with a particular retailer spread out all over the country in a variety of different states and geographies. Ultimately, I had to make the difficult but necessary decision to pair back that business. From a metric standpoint, it meant losing retail doors and sales, but it was for the greater good of retrenching and realigning the business in a way that would set us up for long-term success.
It was a difficult call to make, especially having to tell my investors that I’m going to intentionally, by design, shrink our business, but I believed it was the right call. It was an especially tough move to make at the time, as it was early on and required the fortitude to say this makes sense to lose sales and revenue, but I knew it was for a greater end goal of allowing our business to perform better. The decision thankfully paid off, and our performance improved dramatically, and allowed us to grow in a much more thoughtful strategic way.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Most of our readers — in fact, most people — think they have a pretty good idea of what a CEO or executive does. But in just a few words can you explain what an executive does that is different from the responsibilities of the other leaders?
Ultimately, at the end of the day, as CEO of any size business, everything comes back to you. Whether you’re the leader of a division within a larger company, or the leader of a function within a larger company, the CEO role necessitates at times making that final decision. Having nowhere to look but in the mirror–and at times that is more challenging than when you have an even larger scope or responsibility within a larger company–it’s just different being the CEO. The buck stops with you, and you have to shoulder that and move with conviction in the decisions that need to be made without necessarily having anyone checking your work. You can bounce ideas, bring in thought partnerships, rely on your team, but ultimately, that singular point of having to make the end call, and the consequence of that–whatever it may be–took a bit of getting used to in the beginning.
Before, regardless of what it was, there were those checks and balances, and here, less so. If anything, I had to create those checks and balances and had to add a little bit of bureaucracy to help ensure we were getting to the most thoughtful right conclusions for the business versus just firing from the hip or doing whatever I wanted. I had to instill some more disciplines, structures, and routines into the business to help ensure thoughts and decisions were getting refined. Ultimately, though, at the end of the day, having to look in the mirror and own whatever those decisions are, is unique. I feel like the word “lonely” is thrown out at times, and I can appreciate that word more now in these decisions where it’s your call to make. I have a lot of gratitude for that–I get to make those calls, I don’t have to–but I do think that’s different from other roles and responsibilities of other leaders, particularly within larger organizations.
What are the “myths” that you would like to dispel about being a CEO or executive? Can you explain what you mean?
I say this with a lot of gratitude and appreciation for being in this position, but at times it is a lot easier said than done, and it may seem a lot more cushioned than what it is. Having to face and be accountable for the consequences of actions, whatever those may be, having to make difficult decisions, and having to be the one that steps in and provides coverage and protection to the rest of the team, isn’t always easy.
There is a relentlessness to the decision making. I’ve done a lot of reading on decision-fatigue, and for me, that’s often looking for my team to come to me with a bit more of a perspective and a recommendation versus just asking for my opinion. I think that’s when decision fatigue becomes real over a longer period of time. All of that said, I love my job, it’s fantastic, but with it comes a lot of weight and heaviness that can’t be avoided. You have to embrace it and seek to thrive in it.
Do you think everyone is cut out to be an executive? In your opinion, which specific traits increase the likelihood that a person will be a successful executive, and what type of person should avoid aspiring to be an executive? Can you explain what you mean?
I would reckon everyone tuning into this publication has the baseline level of intelligence or certain functional competencies to do the job. At the end of the day, you have to be able to understand the demands of the job — the resilience that it takes, the fact that there’s always more to do, more decisions to make — and some people don’t want that. Some people may want to show up, be an individual contributor who can go home, close their laptop, and be finished for the day, and that’s awesome–those people are some of the best people in business. Companies need those people, and Brooklyn Dumpling Shop definitely benefits from folks that do that in different parts of our business. Leaders don’t really have that choice, though. Of course, you can create boundaries, structures, and hierarchies, but at the same time, particularly in a smaller business, there is always something to do and oftentimes you have to be that person to get it done.
For someone who does aspire to that, I think there needs to be an appreciation and understanding that that’s the way it is, and you have to own that and be accountable because your team, stakeholders, customers, vendors, or whoever else, are all counting on you. You need to come through when needed, and you don’t have the luxury of shutting down and tuning out. I think anyone who aspires to become a CEO should definitely be mindful of that. I’ve been around some incredibly successful, well-known people who take that same approach–they choose to be engaged and recognize that there is a responsibility that comes with being CEO.
What advice would you give to other business leaders to help create a fantastic work culture? Can you share a story or an example?
For me, this one is something that I talk to my team about all the time. I’m not here to be a dictator. Everyone that we’ve hired and allowed to be a part of this team is bright, talented, and competent. I deeply value and want, encourage, and need their perspective and opinion on whatever it is we’re doing. There are some things that I’ll have a very strong, firm opinion on, and we’ll go that direction. However, there are many things that I want the team to believe–and know–they are co-creating with me. It’s not just my “thing” we are going to do, but it is our thing, our choice, and our culture.
That is something I value deeply, and I want folks on the team who want to be a part of that. Sometimes, some things are cut and dried, and easy. A lot of things however, particularly when it comes to culture, work environment, team norms, etc. is dependent on all of us participating. We are co-creating, building the business and the brand we want to be a part of–and that we are proud to be a part of. That’s something that I take very seriously.
How have you used your success to make the world a better place?
For me, I think about this in two ways: the value that our products bring to the world and how we can support the team and people who work here in achieving what it is they want in their lives.
Our products are delicious and they’re meant to provide moments of joy and reflect a spirit of hospitality in our shops, brightening someone’s day eating a delicious Korean BBQ dumpling or having an amazing Firecracker Chicken Bowl. It’s nourishing, it’s delicious, and it should be additive to someone’s life.
I also think about the team, and how I support my team’s hopes, dreams, and ambitions. Ultimately, it’s about how I can help facilitate that so that this can be a place where they can thrive, grow, and meaningfully contribute. Team members can also have ownership in the company, along with all that that entails. That’s what gets me out of bed in the morning, along with thinking about our franchises, our vendors–anyone who is a part of this ecosystem. How can we all be successful? In this business, we depend on our franchisees, and they depend on us–I take their success very seriously. It’s their capital that they’re putting to work, and that’s precious to me; we treat that as if it is our own. It’s about how we help them continue to grow and thrive. Same with our vendors and retail partners–we’re always looking for how we can have the most healthy, vibrant ecosystem that contributes positively to the lives of everyone who is involved here. That’s really why I do what I do.
What are your “Five Things I Wish Someone Told Me Before I Became A CEO” and why?
1 . Always remember that I get to do this, I don’t have to do this. This is an honor and a privilege to lead a company, be a steward of shareholder capital, and be able to lead a team. No matter how hard it is, it’s a privilege. I can think of numerous examples of when I have thought to myself how tough it was having to do something, but then I have to remind myself: actually no, I don’t have to do this, I get to do this. I think it’s a mental device that’s incredibly helpful to be able to express gratitude in those difficult moments, and to take on that responsibility of all that that entails.
2 . Whatever you think it is, it is going to be harder than that–and you’re going to do it anyway, and it will be the greatest thing you’ve ever done. There are so many things that you get to deal with, that you may have never thought you’d deal with in your career. Particularly in a startup with a smaller team, oftentimes, I am the one who is getting to work on advancing different tasks–there’s a relentlessness to that. It’s amazing, and the opportunity is incredible, so while it is going to be harder than you think, do it anyway.
3 . Anything that touches the company is my job–every function, every detail, all the time, whatever it is. It’s critical to hire culturally aligned, fantastic people to set the standard of excellence in the ways we are going to operate, and to build and have a strong culture. At the same time, being aware of most–or all–of what’s going on is important. Know that if anything touches the company–whether it is expected or unexpected–is relevant, and your job. You are the steward of the company, no matter what it is.
4 . Being able to focus on the business, particularly the strategy, is a luxury. It feels at times like everything is trying to throw you off course–it’s important to not chase every bright shiny little opportunity. Many people are going to be well-wishers who are going to send you things, or you are going to get poked 100 times a day on LinkedIn or receive 1,000 emails a day. You have to be disciplined and ruthlessly prioritize what matters most. Have a sound and thoughtful strategy and focus on executing it. Oftentimes, there are going to be any number of things or people–whether it’s team members, investors, suppliers, etc.–trying to throw you off course. You need to be disciplined in how you handle that. Remember what matters, control what you can, and execute.
5 . You need to take care of yourself in order to take care of the business. Little things–like getting good sleep, being fresh, taking care of your health, and meditation–are actually big things because the company and team are counting on you. As CEO, there is nowhere to run and hide, and you have to own it at all times. You have to take good care of yourself, in order to take care of everything else.
You are a person of great influence. If you could inspire a movement that would bring the most amount of good for the greatest number of people, what would that be? You never know what your idea can trigger.
In much of my career, I felt relatively sheltered. I had predominantly been at large, well-established companies with fixed processes and routines. Moving from that to a startup, I found that I am dealing with different types of people who I maybe would not have interacted with before. At times, I am still feeling like there are a lot of people out there who are trying to cut corners or pull a fast one.
The movement I want to inspire is being a person of integrity who honors your word, and does what you say you are going to do. Be someone who is upfront, transparent, and honest. I appreciate that it’s not a zero sum game. To me, I view it like this: when we win, everyone who is part of our ecosystems wins. If I am successful, my suppliers win, and vice versa. The same goes for our franchisees and retail partners. It’s all about how we can get to a place where when we win, it is a collective achievement for our consumers and all of our teams. That’s the movement I hope to inspire.
Can you please give us your favorite “Life Lesson Quote”? Can you share how that was relevant to you in your life?
This one’s very personal for me. I’m a cancer survivor–I had a very rare cancer called osteosarcoma in my left leg nine years ago and went through an incredibly difficult time. I did 18 rounds of chemotherapy–they basically rebuilt my entire left leg. I had to learn how to walk all over again while going through chemotherapy.
In the throes of that challenge, I was at MD Anderson Cancer Center down in Houston, and I was in the thick of it. It was the most miserable experience that I could ever imagine, beyond what I ever could have thought. It was so difficult, and I wanted to quit. I was ready to give up with the chemo, and accept whatever happened as a result. My oncologist, Dr. Benjamin, who has long since retired, looked at me and said, “Jeff, we’re not going to do that.” At that time, I was overwhelmed with the incessant number of appointments for surgery, chemo, and follow-ups, and it felt like a never-ending crush.
Dr. Benjamin gave me the advice that “you don’t have to do it all at once.” He’d say that we didn’t have to cure the cancer all at once–all I needed to do was get through that appointment. Once that appointment was done, all I needed to do was go home. Once I was home, all I needed to do was get through the day. Then, the next day and the next chemo. Eventually, I’ll get through half the chemos, then three-quarters of the chemos. Finally, I’d be done.
At that time, the oncologists had strong conviction that I would be okay, and so this idea of practicing presence, and being able to get through just that moment that was right in front of me, was pivotal. I developed this little device as I was learning how to walk again: “One step at a time. One day at a time.” All I needed to do was get through that one step.
I think about this 50 times a day running this business when there’s what feels like a billion things to do. Sometimes, it’s just focusing on getting through that next meeting and being present for it, and doing the right things that will set the business and team up for long-term success. We’re taking it one step at a time, one day at a time–even as we’re moving fast with huge, ambitious plans.
We are very blessed that some very prominent names in Business, VC funding, Sports, and Entertainment read this column. Is there a person in the world, or in the US with whom you would love to have a private breakfast or lunch with, and why? He or she might just see this if we tag them
For me, it’s Ron Vachris, CEO of Costco. He has a pretty amazing story–he started as a forklift operator and is now leading one of the world’s great companies, certainly one of its great retailers. We’re in pretty advanced discussions with Costco, and are excited to provide value to their members with our distinct products. I would love to meet Ron to share more of our story. His team’s been amazing, and we can’t wait to get into Costco to provide that value.
Thank you for these fantastic insights. We greatly appreciate the time you spent on this.
Jeff Galletly Of Brooklyn Dumpling Shop: Five Things I Wish Someone Told Me Before I Became A CEO was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.