From CEO to Frontline: What Are You Willing to Do to Understand Your Customer?

We realized that if we truly wanted to understand our customers, we had to put skin in the game. The real world isn’t behind this laptop; it’s out there, in their locations, at the front desks, and in the kitchens.

As millennials, we grew up believing everything can be learned online. But this time, we decided to challenge that belief and step away from cold stats like:

- 73% turnover rate in Quick Service Restaurants.

- 42% of frontline employees lacking motivation and thinking about quitting.

- 75% of deskless workers spending most of their day using technology.

- 60% dissatisfaction rate with the technology provided, described as slow, inefficient, and difficult to use.

These are your typical pitch deck stats. But if you really want to understand the market, you need more context. That’s why, when we signed our first client, I spent four days working on the frontline. It turned out to be one of the most valuable experiences I’ve had. You can’t truly understand those numbers until you get your hands dirty... and if it’s with chicken marinade, even better.

Day 1

I had two training hours and a 50-page handbook (which, honestly, no one reads). They showed me the facilities and where everything was, gave me a quick overview of the products, and then I started working.

I felt lost all day, and by the evening, I wanted guidance on my tasks, but there was no tool available for that. The manuals provided weren’t tailored to our needs.

The repetitive nature of the tasks became boring quickly. The hard work these employees do is crucial for the business: portioning, waste management, food prep, and customer service all rely on them. The team vibe and communication are essential for the restaurant's success.

Day 2

Portion sizes were a confusing topic. I noticed they were inconsistent, which could impact customer experience due to a lack of clear standards.

Also, how long should items stay in the fridge? I saw something that had been there way too long, and when I pointed it out, the person in charge wasn’t sure about proper storage guidelines. Sure, that info was in the manual, but it wasn’t on their radar. Little details like these, if overlooked, can snowball into bigger problems.

And even if they know about portions and storage, the real question is: how do you motivate them to get it right?

Turnover is a huge issue. One employee didn’t show up, so three of us had to do the work of four. That same person was supposed to train me the next day... but it didn’t happen.

Haha, I was a mess! I made a ton of mistakes, which delayed everything. By the end of the day, customers were annoyed, my teammates were annoyed, and I was beyond exhausted. This job is way tougher than it looks. Even though they said I did fine, I suspect it was more out of their own lack of motivation than anything else.

Day 3

There’s no effective learning tool or post-work practice. The manuals provided aren’t designed to meet real needs. Tips are essential for employees, but the daily payout logistics are complicated and lead to suspicions that owners might be skimming.

This lack of transparency makes employees feel cheated, pushing many to quit.

It’s fascinating to see how people’s minds work. The owner worries about countless things like payment logistics and declining sales. Meanwhile, employees are anxious, feeling like they might be losing money due to the lack of accountability.

It’s a tough situation, but it’s also a huge opportunity to turn distrust into accountability and mutual respect.

Day 4

During peak times, the environment becomes stressful. Veteran employees often treat new hires harshly, passing down bad habits. This behavior ruins the work atmosphere, leading to mistakes, low morale, and potentially higher turnover as new employees feel unsupported and unprepared.

Additionally, front desk staff were just taking orders without effective upselling, which diminished the overall customer experience and failed to make customers feel truly taken care of.

Today, Galilei’s product is built around the real pains and challenges these people face. Even better, we’re creating something I wish I had when I felt lost trying not to be a disaster in the kitchen and motivating my colleagues to care about their jobs. Our ultimate mission is:

Transforming work into something that feels like a hobby.

After my frontline experience, I’m more committed than ever to making this a reality. They have tough jobs and definitely deserve better. Turnover isn’t just a number; it’s a clear sign that there’s a huge gap to bridge.