Training, mentorship, and the structure that flips the switch from job to career.
Last time on How Do You Like Them Pies?
Like Good Will Hunting, this story begins with hidden potential—except instead of Matt Damon, it’s the college kid on the make line. Some hires come and go for gas money, but every so often, someone shows the spark to turn a pizza job into something bigger.
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That’s where David Sommers comes in. Having gone from delivery driver to co-owner of Mad Mushroom, he knows spotting potential is just the first step. The real challenge is developing it without burning people out. For David, structure and mentorship are the chalkboard in the hallway—the place where employees prove to themselves what they’re capable of.
And when they stumble, he leans into the Robin Williams playbook: It’s not your fault. Mistakes are part of the process. Growth comes from guidance, patience, and reminding young pizzaioli that they can achieve more than they ever thought possible.
Brian Hernandez: Once you recognize someone with potential, what’s your process for building them up?
David Sommers: We recently launched a structured testing and training program. Everyone starts as “in training” for their role, be it delivery, kitchen or customer experience. From there, they can test into higher levels and eventually management. It’s step by step. The people who want to learn more show themselves, and we give them the pathway.
Hernandez: How do you balance giving them responsibility without overwhelming them?
Sommers: It’s a work in progress. We’ve learned that promoting too fast can backfire. In the past, we tried co-general managers at one store, and it didn’t work. If two people are in charge, nobody is. Defining roles and setting clear expectations is critical. Now, advancement comes with testing and training, not just tenure.
Hernandez: Do you have a favorite success story of someone who started small and grew into a leader?
Sommers: Yes. Our Indiana area supervisor, Rick Wheeler, began as a delivery driver in college. He didn’t get the first management position he applied for, but he took the feedback and worked on his leadership skills. The next time, he was ready, and he moved up quickly. Today he’s a junior partner and partial owner of one of our newest locations.
Hernandez: On the flip side, what’s a lesson you’ve learned from promoting someone too fast?
Sommers: Early on, my hiring process was very simple — if someone showed up for the interview, I put them on the schedule. Some survived, some didn’t. Over time, I realized that without clear structure and training, we risked putting people in positions they weren’t ready for. That experience pushed us to create better systems.
Stay tuned for It’s Not Your Fault (It’s Your Culture).
We’ve seen how David sparks potential, but the bigger question looms: how do you keep it burning? Part 3 will delve into recognition, retention, and the culture that makes short-term jobs grow into long-term pizza careers.
