Retention, recognition, and building a pizzeria family where short-term jobs grow into lifelong careers.
Click here for The Hallway Chalkboard of Pizza (How do you like them pies Pt. 2)
David Sommers has seen firsthand how one breakthrough moment—like solving the chalkboard problem in Good Will Hunting—can flip a switch for a young employee. With training, structure, and encouragement, he helps them realize they’re capable of more than they imagined.
But lighting the spark is only half the battle. The real test for David is keeping it alive: building a culture where recognition matters, where scheduling is fair, and where even part-timers see that their time at Mad Mushroom can shape a future beyond a paycheck.
Brian Hernandez: What motivates college-age employees to stay longer than a semester or two?
David Sommers: Recognition is huge. Everyone wants to be appreciated. Years ago, I learned a method where a manager kept coins in his pockets—
pennies for praise, nickels for corrections, and had to move them from pocket to pocket as he did each. By the end of the day, he had to give more positive feedback than negative. That stuck with me. I don’t carry coins, but I make a point to thank employees and notice the good work they do. Culture and appreciation keep people longer than money alone.
Hernandez: Do you incentivize high-potential workers differently than those who just want part-time hours?
Sommers: We treat everyone with respect, but yes, the people who want to grow are given more training, more responsibility and more opportunities. Some are content with steady hours and a paycheck, and that’s fine. But for those interested in moving up, we make the path clear.
Hernandez: Have you noticed differences between generations in terms of loyalty?
Sommers: Loyalty isn’t about age, it’s about the individual. I don’t like stereotypes like “young people don’t want to work.” I’ve met motivated 18-year-olds and unmotivated 50-year-olds. The key is communication. Get to know what drives each person and see if your culture fits with their goals.
Hernandez: Let’s talk about scheduling. How do you balance flexibility with accountability, especially in a college town?
Sommers: We use scheduling software where employees input their weekly availability. Beyond that, we set blackout dates—Halloween, football game days and other peak times. Everyone knows upfront that they’re expected to be available for those days. If someone requests off for non-blackout days with two weeks’ notice, we grant it. That policy keeps things fair and manageable. If they forget to plan ahead, it’s their responsibility to get the shift covered. The app makes it easier for team members to trade shifts without exchanging personal phone numbers.
Hernandez: Do you provide checklists or pathways so employees know what promotions are possible?
Sommers: Yes. Our testing and advancement program clearly shows what skills are required at each level. Employees can see the next step ahead of them, whether that’s moving from kitchen associate to specialist, or from shift lead to assistant manager. It makes the process transparent.
Hernandez: How do you handle conversations with employees who could thrive in management but don’t see it in themselves?
Sommers: Often, it’s about timing. I’ve had employees turn down promotions because they weren’t ready, only to accept them later when their personal situation changed. We keep the door open, continue to encourage them, and revisit the conversation when the time is right.
The Big Take Away
At Mad Mushroom, the difference between a job and a career isn’t luck—it’s structure, mentorship and culture. Training turns new hires into contributors, recognition keeps them engaged, and the right push helps the few with bigger potential see what they’re capable of. Most students may only show up for rent or gas money, but some discover they’ve built something far more valuable than a paycheck.
That’s the heart of the metaphor. In Good Will Hunting, the love interest represented the pull toward something bigger, and in this story, that’s the pizzeria itself. The make line is the hallway chalkboard, the place where employees prove to themselves and others that they can solve problems nobody expected them to. With mentors like Sommers guiding the way, short-term jobs can become long-term careers. Or, as the film reminds us: “You’re not perfect. And let me save you the suspense — you’re not supposed to be.” Now go see about a pizzeria.
