How a campus job becomes more than rent money, and why spotting “wicked smaht” hires matters.
Did you know the famous line in Good Will Hunting—“Do you like apples?”—was originally supposed to be “Do you like pizza?” The Apple Coalition lobbied to 
change it.
I jest, of course. But the analogy goes deeper than maybe even intended. In a way, that film is a hidden metaphor for pizza. The love interest? That’s the pizzeria itself, the thing that draws you in even when you don’t fully understand it. Robin Williams’ character? He’s the pizza chef, the mentor who shows you there’s more to this craft than dough and sauce. And you—the operator, the college hire, the kid on the make line—you’re Matt Damon, full of potential even if you or others don’t see it yet.
Running a pizzeria in a college town isn’t far from Good Will Hunting. Students cycle in and out every semester, most chasing gas money or rent, but every so often you find someone who’s “wicked smaht.” The real challenge is keeping everyone motivated while spotting the few with bigger potential and giving them the right push.
David Sommers, owner of Mad Mushroom, knows that path well. He started as a delivery driver while attending Purdue University and worked his way up to
co-owning Mad Mushroom, with six locations in Indiana and Kentucky, making him the perfect voice on where a job ends and a career begins.
Hiring and Identifying Potential
Brian Hernandez: When you’re interviewing a college student, do you try to figure out right away whether they’re looking at pizza as a career path or just a short-term job?
David Sommers: Not at all. Everybody who comes through the door starts as a trainee. They may have experience from other pizzerias or even fine dining, but we have our own way of doing things. What matters most is whether they’re willing and open to learn. Once they begin working with us, we can assess whether they see themselves doing five hours a week for spending money or something longer term. Most fall somewhere in between, but some, like me, stay and grow with the company.
Hernandez: Do you think the “spark” for leadership is something you can spot in an interview, or does it show up later?
Sommers: You might get a sense in the interview, but people’s goals and attitudes often change once they start working. Someone I expect to last a semester might turn into a manager four years later. Others look great in an interview but don’t follow through. It really reveals itself on the job.
Hernandez: What about extracurriculars or personal backgrounds? Do certain things signal leadership potential?
Sommers: We encourage our managers to look for well-rounded people—students involved in clubs, sports or other activities. Those experiences usually help with communication and teamwork. But we also understand that, for many, this is their first or second job. They still need to learn what work really means.
Hernandez: Do you believe passion for pizza and hospitality has to be there from the start, or can it be developed?
Sommers: I believe it can be nurtured. Most students take the job for spending money. Our goal is to make their time here enjoyable and valuable, so they want to stay. If we train properly and treat people well, that can create interest in the industry. Over time, they also see the bigger picture—that pizza isn’t just a campus job, it’s an industry with opportunities nationwide.
Stay tuned for The Hallway Chalkboard of Pizza.
In Part 2, David Sommers shows us how training and mentorship can turn a gas-money gig into a breakthrough moment worthy of a chalkboard scene—and why structure matters more than luck.
