I've had a bit of a wild ride. I lived in three countries, traveled to 5 continents, and made good friends on every one of them. I run a company by day, play in a band at night, and write books in my spare time. I'm still trying to figure out what I want to do when I grow up.
I was born in New York City when my father was in medical school. As soon as he graduated, we moved to St. Louis for one year for his internship. Then Cleveland, OH for his residency. Then he went into the US Air Force and we lived on a B-52 base in Abilene Texas. We settled in Atlanta after the Vietnam war where he taught Obstetrics at Emory University. At that time my mother was in law school at Emory also. I was inpired by the Apollo program and wanted to be an astronaut.
I started my foodservice career at age 16 working for Russ Umphenour' RTM when he had 7 Arby's locations. He eventually grew to become the largest Arby's franchisee in the world. Everything I know about running a restaurant - and a business for that matter - I learned from him.
My career at Coke took an intersting turn when Greg Petro, a Vice-President there, brought me to Japan to run the fountain business in that country. He had the single biggest influence on the direction of my career other than Russ.
The people who work for Jet Propulsion Laboratory in Pasadena, CA are my heroes. They are exploring the cosmos more than anyone else in the world. They bring other planets up close. They have done more with less than anyone else I can think of.
I spent 15 years in the beverage business with Coca-Cola in the USA and Asia, then 15 years in the C-suite of several restaurant chains, including one chain that I founded. When Subway's purchasing coop hired me to negotiate and manage their beverage programs worldwide, it opened the world of soft drink contract negotiation to me. And when I left Subway, I started the Beverage Contract Negotiation Institute, which morphed into BevTrust Associates, where I am now.
I lead the negotiation efforts for BevTrust...helping restaurant chains maximize their soft drink contracts. I hope to help all foodservice operators avoid the pitfalls of soft drink negotiations and the land mines that are in the contracts. My goal is to do it worldwide, as the international soft drink contracts are even more full of dangerous land mines for restaurant chains.
No way! I was swept up in whirlpool that hasnt stopped spinning yet. I always just did the best I could do. I never had a career plan. My plan was to do a great job...always. It led me to fantastic experiences and a wealth of knowledge that I now use to help the industry.
I wrote a book about that. I studied history in college. I was a mediocre student. I had no idea what I was going to do with a history degree. But to my suprise, those studies have really served me well in business. 70% of the top 500 companies' CEOs have liberal arts degrees, not business degrees. My book is a guide for liberal arts graduates who want to enter business. It's available on Amazon, by the way. It is entitled, "You Majored in What? The Liberal Arts Graduate's Guide to Entering Business". Copy and paste this link: https://www.amazon.com/You-Majored-What-Graduates-Entering-ebook/dp/B01FE0GU7M/ref=sr_1_fkmr0_1?keywords=ben+Kitay+You+Majored+in+what&qid=1579195913&sr=8-1-fkmr0
Studying history taught me essential critical thinking skills. It gave me a perspective I would not have had without it. The past holds many valuable lessons.
My greatest achievement is saving my clients over $1 billion over my consulting career. The deep thinking about the subject and deep experience from both sides of the negotiating table gives me a unique look inside the needs of all parties. I'm not aware of anyone else who has that kind of broad and deep experience. It was a bit of an accident that I was able to combine all of those varied experiences into a valuable service that helps liberate restaurant operators. But I am most proud of it.
I would say learn everything you can about the people you serve - your client, your customer, your consumer. Having deep and broad knowledge is why people will pay you.
Don Keough of Coca-Cola used to tell us that you learn more from the bad bosses than you do from the good ones. In a way he had a good point. Learning how not to lead is just as important as learning how to lead. It took me a long time to be a decent leader and I'm still not where I would like to be on the good leader - bad leader continuum. I'm still learning.
And... read books. Very few people do that these days. The more you read books, the better the leader you will be.
That's a tough question because I have so many favorites. But a colleague of mine at Coca-Cola named George Bradt wrote a book called "The New Leader's 90 Day Action Plan" which was immensely helpful to me. Anyone stepping into a leadership role - whether a fledgling leader or experienced one - can use the advice in that book. I did.
I'll also read anything Nelson DeMille and George Will write.
Its fun and interesting to read people's stories. I love the idea. I hope it gets more and more popular.