It’s no secret that top positions at restaurants, from ownership stakes to executive chef roles, have historically been male-dominated. The barriers to entry are complex; not only are women up against internal biases and access to the right networking opportunities and traditional funding, but they also have to contend with an industry with long hours and late nights, making it even more difficult for those who choose to have children and don’t have a partner to share the load with.
Breaking the glass ceiling into the upper echelons of restaurant chains is something few women can claim, and this gender disparity is rooted in societal norms, stereotypes, and systemic biases. Efforts to address the disparities include mentorship programs, advocacy for equal opportunities and gender-inclusive hiring policies, women-centric culinary schools, industry awards and recognition, financial support and incentive programs, educational outreach, collaboration initiatives, and more.
When FSR and our sister publication QSR created the Women in Restaurant Leadership (WiRL) platform and event, we also formed an advisory board to help inform us of the industry’s biggest challenges and opportunities. They act as our eyes and ears, allowing us to get a deeper understanding of what it means to be a woman in restaurant leadership and where there is room for meaningful change. Most importantly, they play an integral role in steering the direction of the WiRL platform, harnessing the energy of its community, and welcoming new members into the fold.
As members of our WiRL advisory board, the following 11 fearless leaders are committed to elevating, educating, and empowering the full spectrum of full-service restaurants—from single-unit operators to multi-location brands—leaving a lasting impact wherever they lead. They come from all corners of the business, forging their own paths to success while paving the way for the next generation. Their stories unfold in these pages—serving as both inspiration and a roadmap to success, not just for themselves, but for their teams and communities.
Nichole Robillard
Chief Marketing Officer
Red Lobster
Nichole Robillard is a brand cultivator, expert storyteller, and creative strategist, but her journey through the restaurant industry began humbly—at a bar inside a country club during college. From there, she waited tables and managed catering and events. Her career shifted when she took her experience with food and spirits to an advertising agency, where she worked with more than 15 different restaurant brands, driving growth and leading integrated teams.
In October 2024, Robillard accepted what she calls a “once-in-a-lifetime” opportunity to join CEO Damola Adamolekun in revolutionizing Red Lobster’s marketing engine. As the company’s newest chief marketing officer, she now oversees marketing, communications, and culinary teams.
The move came during a transformative period for Red Lobster. The 56-year-old legacy brand faced bankruptcy, 150 store closures, executive team restructuring, and a sale to Fortress Investment Group.
Robillard is prepared to win back America’s hearts, reactivating Red Lobster’s strengths and putting the chain back at the forefront of consumers’ minds.
“You don’t get the chance to lead the greatest restaurant comeback story of all time very often,” Robillard says. “You would have a hard time finding someone without a fond memory of Red Lobster. The problem is the distance between that last visit and today … we’ve lost top-of-mind awareness, but what we’ve seen so far is that people are rooting for us, and I’m excited to harness and leverage that energy.”
Caroline Skinner
Chief Operating Officer
Tupelo Honey
Caroline Skinner has built her leadership philosophy around resilience, opportunity, and a deep investment in people. As COO of Tupelo Honey, she has played a key role in scaling the brand to more than 20 locations across the country, while ensuring that people remain at the heart of its growth.
“For better or worse, I think some of my most effective leadership moments have happened during adversity,” Skinner says. One such moment came during the height of the COVID-19 pandemic, when uncertainty threatened the industry and the Tupelo Honey team needed a rallying cry. “I remember putting out a tag at the end of one of my messages about how we would overcome COVID as a team and be better on the other side,” she recalls. “That tag #OneTeam sparked so much momentum. People started using the phrase in emails, during their meetings, and taking photos with One Team signs. It really defined the moment for us and gave us something to rally behind.”
She adds, “I always love a good underdog story, so I think my leadership really shines when the odds are against us.”
That ability to unite and inspire her team has been a defining trait of Skinner’s leadership, particularly in her work to cultivate an environment where women can thrive in restaurant leadership. “Give opportunities ahead of readiness,” she advises. “What I mean by that is that often women will hold themselves back from taking on projects or responsibilities until they are 110 percent ready.”
“At Tupelo, I’ve always had the opportunity to do more—sometimes those opportunities came before I thought I was ready, and it challenged me to figure it out along the way,” Skinner continues. “Unless you test your capabilities, you never truly know what you are capable of, but creating those opportunities for women to step into is something every organization can do better at.”
For Skinner, the future of women in restaurant leadership will be shaped by continued conversations and policy changes that acknowledge the challenges women face. “I think one of the greatest things that can be accomplished is to open up dialogue about what it means to be a woman in leadership,” she says. “In my early career, I never really saw women in roles of leadership, so I had no frame of reference for things like navigating maternity leave, being a woman in the boardroom, speaking up, and owning your unique voice as a woman.”
She points to her own experience as an example of how policy changes can create lasting impact. “My first maternity leave (almost nine years ago), we had no company-paid paternity leave. After my leave, we implemented a paid leave policy. Hundreds of people after me, and myself with two other pregnancies, all got the benefit of that policy change. While there is still so much room to grow, I think giving women space to share and learn from other women is so critical to seeing more leaders rise to the top.”
As Skinner prepares to step into Tupelo Honey’s future CEO role, she remains committed to creating a workplace where team members—especially younger women—feel supported, challenged, and empowered to succeed, both in the restaurant industry and beyond.
RELATED: Rising Star Caroline Skinner Steers Tupelo Honey’s People-First Growth
Mindy Armstrong
Former VP of Menu Innovation
Perkins American Food Co. (Ascent Hospitality)
Mindy Armstrong’s team describes her leadership style as positive and people-first. She makes it a priority to remind them that “we’re all just humans trying to do good work,” taking the time to listen and genuinely believe in their potential.
“Leadership isn’t one-size-fits-all. We get caught up in the idea of what we think a leader should look like, but it’s really about how they make us feel—empowered, capable, confident, heard, and valued. That is the environment I want to create for my people,” Armstrong says.
At the launch of Perkins’ new flagship menu in January, Armstrong had an emotional moment as she watched her team’s hard work come to life. She saw firsthand how months of collaboration—cheering each other on, asking tough questions, sharing honest feedback, and going back to the drawing board—had paid off. “The excitement I feel for the future of this brand had clearly transferred to our team, who will bring the vision to life for our guests,” she recalls. “It was a powerful reminder of the incredible impact we can have when we all rally around the possibilities.”
“I think of many moments in my career, standing in front of a team, a whiteboard within reach, to solve a problem, to lay out a plan, to design an innovation process, to work through a problem. With a marker, a plan, and the courage to face what wasn’t working, my team and I found a way forward,” Armstrong adds. “These impactful moments are often born from challenges and are so important for growth.”
Across the industry, more women are stepping into C-suite and leadership roles, and Perkins is no exception. Surrounded by a diverse and inspiring team, Armstrong hopes to see more brands foster this kind of culture. “Let’s not forget the power of representation. We need to see more trailblazers and trendsetters who inspire future female leaders,” she says. “I’d love to see hospitality brands continue making strides in supporting women entering leadership roles. It all starts with internal training programs and ensuring equal opportunities for advancement.”
Armstrong adds, “Leadership is daily. Cheering, pushing, listening, picking up the phone, checking in after a hard day, asking hard questions, sharing tough feedback, influencing outcomes rather than forcing the one you want, the ‘let’s figure it out’ approach, making the time even when it doesn’t feel like you have one second to give. Hearing from past team members reminds me of the value of showing up, being present, and believing in the people around you.”
Tammy Calhoun
VP of Learning & New Restaurant Openings
Firebirds Wood Fired Grill
After nearly 10 years at Firebirds Wood Fired Grill, Tammy Calhoun has the opportunity to reassess the brand’s opening process and develop a system that supports growth. Her blended approach to training and development equips team members with both the tactical skills needed for operations and the core mission and values essential to creating extraordinary experiences for employees and guests.
Representation at every level of leadership is crucial to fostering an environment where women in the restaurant industry can thrive. Calhoun encourages senior leaders to lay the foundation for future leaders. “It starts at the top,” she says. “I believe it’s crucial to have representation at every level of leadership within an organization. And once leaders reach those higher levels of management, they need to “keep their door open” for others and be willing to mentor and coach to help lay the foundation for tomorrow’s leaders.”
She also believes the future of full-service dining hinges on flexibility—especially for women stepping into leadership roles in hospitality.
“I’d love to see companies embracing more flexibility in the workplace. We’ve seen the acceptance of flexibility, particularly in corporate environments, ebb and flow quite a bit over the past several years, during and after the pandemic,” she says. “The work is evolving more quickly than ever, and I believe people are now working to live rather than living to work. The workforce and organizations themselves would benefit from more companies exhibiting trust by embracing flexibility.”
Rachel Richal
VP of Restaurant Experience & Training
Buffalo Wild Wings (Inspire Brands)
Rachel Richal’s leadership style is naturally collaborative, strengthened by the diverse backgrounds of her team. She has honed the ability to leverage their collective talents to develop processes, programs, and communication strategies that drive the brand’s growth—particularly when Buffalo Wild Wings introduces new products and initiatives from a team member’s perspective.
“I love bringing people together, both on my team and externally, to tap into specific strengths while also giving people projects to collaborate on and grow their skills,” Richal says. “Then, of course, there is the celebration when we have success.”
That emphasis on collaboration has played a key role in Buffalo Wild Wings’ ability to streamline how new products and programs are launched in restaurants. Recognizing the need for a more effective rollout process, Richal worked alongside marketing and field teams to create a launch framework that met the needs of all stakeholders while keeping the restaurant teams—those responsible for executing the initiatives—at the center. By focusing on efficiency and clarity, they were able to reduce unnecessary meetings, refine communication, and build intuitive tools for operators, ultimately creating a more consistent approach to launching and sustaining brand initiatives.
Her biggest piece of advice for restaurant brands looking to foster an environment where women thrive is to cultivate a genuine sense of inclusion. Both Inspire Brands and Buffalo Wild Wings have employee resource groups dedicated to bringing women leaders together and catalyzing development and growth.
“Restaurant brands can cultivate environments where women thrive by creating a genuine sense of inclusion that gives women leaders or aspiring leaders confidence; confidence in capabilities, confidence in belonging, confidence that they are trusted and valued, and confidence that career growth is just as valued as other personal priorities,” Richal says. “It is giving more women a seat at the table and then ensuring they know that seat is earned and valued.”
For Richal, one of the most effective ways to build that confidence is through mentorship. She believes leaders have a responsibility to identify and uplift emerging talent, helping women see opportunities they may not have initially envisioned for themselves. Her own career trajectory—from an hourly restaurant job to an executive leadership role—was shaped by leaders who saw potential in her, pushed her to take on new challenges, and provided her with the tools to succeed.
“Mentorship is critical for any woman in the industry who wants to grow and thrive in her career,” she says. “To support the next generation of leadership, current leaders need to actively seek talent who they can encourage to take on new roles, projects, and challenges, rather than waiting for women to approach them first. Understanding a mentee’s skillset and fostering their growth can unlock pathways that neither person may have realized could exist.”
Looking ahead, she hopes to see more brands take a proactive approach in fostering female leadership, whether through structured mentorship programs, internal training initiatives, or networks like Inspire Brands’ Champions of Women Leaders group. “Our Buffalo Wild Wings teams have regional chapters to ensure this group’s impact reaches leadership in the restaurants and in the field,” she says. “Across our support centers and in our restaurants, the group is a catalyst for development and a commitment from Inspire to invest in our growth.”
“Imagine if everyone was invested in identifying and supporting the next woman in leadership,” Richal says. “Simply starting a conversation and encouraging women to take on challenges helps them build trust in themselves and advance in their careers.”
Felicia White
Former VP of Learning and Leadership Development
Ascent Hospitality Management
While on a cruise celebrating her best friend’s birthday, Felicia White heard someone call her name. Scanning the crowd, she spotted a former employee she hadn’t seen in 17 years. He introduced her to his family and thanked her for being the best boss he’d ever had. “I believe that at times the truest and longest lasting impact we leave is the one left on individuals that is often not said,” White says. “I was humbled to know he remembered me after 17 years, and even more to know the type of impact I had in his life and career.”
For White, being intentional about employee development is crucial, particularly in creating pathways to success for women. She urges brand leaders to invest in the growth of their female leaders by providing increased visibility and opportunities to strengthen their skills—while also recognizing the unique responsibilities many women juggle, such as caregiving and motherhood.
“It is important that brand leaders intentionally create opportunities for women leaders to perform in roles that allow increased visibility and chances to further build their skills, while honoring the key qualities women leaders bring and respect the responsibilities they may have such as caregiver or mother,” she says.
Looking ahead, White hopes to see more women stepping into the highest levels of leadership within the industry, supported by meaningful benefits that address their unique needs. “I would like to see even more women in CEO positions and organizations offer benefits in support of women’s health such as covering costs of fertility treatments and caregiver benefits,” she says.
By fostering an environment that empowers women to lead—while also providing the necessary support structures to help them balance career growth and personal responsibilities—White believes hospitality brands can create a stronger, more inclusive future for the next generation of leaders.
Julie Zucker
Chief Marketing Officer
Branded Hospitality
Vulnerability is a core facet of Julie Zucker’s leadership style. She recognizes how personal lives deeply impact professional ones and fosters an open, honest workplace culture where her team feels safe to share both struggles and successes.
“This openness and encouragement have created a positive ripple effect on my team,” Zucker says. “It’s not just about managing work—it’s about empowering each person to live their fullest lives and, in turn, bring their best selves to the table.”
Early in her career, Zucker was often the only woman at the table—not due to a lack of qualified candidates, but because women weren’t applying for those roles. Many remained in front-line positions such as servers, hosts, or bartenders, believing that was the ceiling for them. “When I first started working in restaurants, I was often the only woman at a table full of FOH managers and BOH KMs and chefs,” she says. “It quickly became clear to me that the issue wasn’t that women couldn’t hold these positions or weren’t qualified—it was that they weren’t applying for the jobs.”
By promoting from within and allowing servers to explore leadership roles, Zucker has seen positive change take root in the industry. It has created an environment where young women can envision long-term careers, progressing from server to social media manager to chief marketing officer. “That one small shift changed everything,” she says. “Soon, there were more women around that weekly managers’ meeting table, bringing fresh perspectives and proving they belonged there.”
To drive meaningful industry change, Zucker believes the conversation must start with redefining, reprioritizing, and rewriting the approach to childcare and parental support. Early in her career, she opted against culinary school and a corporate path because she knew she wanted a family someday. Now, she’s working to change that conversation—encouraging restaurant brands to implement programs that allow women to build both their families and their careers. “While today there are so many incredible women chefs who prioritize motherhood and speak openly about their experiences, back then, I didn’t know their stories—or think that could be me,” she says.
Zucker wants to see the industry reimagine how it approaches childcare and career development for working mothers. “Consider this: The average cost of childcare in the U.S. is about $18,866 per child, and for infant care, it’s closer to $22,350. These costs are simply unattainable for many people, which means we lose incredible employees—people who want to work but literally cannot afford to,” she notes.
She also believes paid family leave and remote career advancement programs could be game-changers, ensuring that women don’t have to choose between career growth and starting a family. Systemic change, she argues, could take the form of childcare support, paid leave, and flexible career advancement opportunities—ensuring more women thrive and see themselves in leadership roles.
“Imagine if the industry created programs that allowed women to build their families and their careers at the same time,” she says. “What if there were initiatives for hourly workers, such as paid leave paired with remote training programs to help them learn corporate management skills or advance their careers from home?”
For Zucker, these systemic changes are essential to ensuring more women see a long-term future in hospitality leadership. “If young Julie—standing at the crossroads of culinary school—could have taken the concern about balancing parenthood and work out of the equation, how different might her path have been?” she reflects. “While I believe I’ve ended up exactly where I’m meant to be, it would have been empowering to know that starting a family didn’t have to influence my career decisions.”
Melissa Hariri
VP of Communications
Dine Brands
Melissa Hariri wears many hats. As a communications leader, she is responsible for promoting and protecting the brands she works with, shaping company culture, influencing business decisions, and giving back to communities nationwide.
A defining moment in her career was leading the growth of Dine Brands’ partnership with Alex’s Lemonade Stand Foundation, fundraising for pediatric cancer research. To date, Applebee’s has raised more than $17 million over the past 20 years. “This is just one of the ways Applebee’s gives back to our communities, and it brings me great pride to see the work our teams do in-restaurant and at our support center each year to help our young neighbors battling this disease,” she says.”
Hariri adds, “Communications leaders wear many hats and have the unique responsibility to promote and protect our restaurant brands. We also shape our company culture through the stories we help our leaders craft and share. Given our reach and exposure to leaders at all levels, we can influence business decisions and, in my case, how to give back to communities nationwide.”
Throughout her journey in the restaurant industry, Hariri has been a strong advocate for mentorship programs, leadership training, and fostering networking groups for women leaders. “Restaurant brands can help women leaders through mentorship programs, consistent leadership training, addressing and reforming pay gaps, and creating and nurturing networking groups for women,” she says. “Celebrating women’s achievements is also key. These efforts can help women thrive in leadership roles but also build a supportive and inclusive culture where everyone feels valued and motivated to do their best.”
Looking ahead, Hariri hopes to see more women stepping into leadership positions across the industry, particularly in restaurant ownership and franchising. “I’m inspired by the progress we’ve made with more women earning and receiving a seat at the table,” she says. “Inclusion and diversity of thought are crucial for improving our teams and businesses. I’d love to see more progress in making restaurant franchising accessible to women owners through targeted funding, leadership training, and mentorship opportunities.”
By championing inclusion and leadership development, Hariri is committed to fostering a restaurant industry where more women are empowered to grow, lead, and make a lasting impact.
Christine Lorusso
VP of Digital Marketing
Firebirds Wood Fired Grill
For Christine Lorusso, effective leadership begins with clear communication. It’s the foundation of her approach at Charlotte, North Carolina-based Firebirds Wood Fired Grill—one that fosters collaboration, minimizes errors, and keeps teams aligned on critical deadlines. “By leading with open communication, I have also helped to create a positive work environment for our team by establishing trust which allows for the free exchange of ideas, resulting in innovation and problem-solving,” she says.
Lorusso believes that when organizations prioritize open dialogue, they create spaces where all employees—particularly women—can succeed. “Women tend to lead with a more collaborative style, resulting in higher levels of productivity which also benefits the brand,” she says. “Restaurant brands that embrace collaboration and understand the importance of open communication will result in an environment where women leaders thrive.”
Yet, Lorusso acknowledges that the path to leadership in hospitality can be uniquely challenging for women. “Women entering leadership roles in any industry can be a challenge, but I think it is especially hard for women in the hospitality industry due to the nature of the business. Women might feel pressured to choose between having a family or a successful career, but that should no longer be the case,” she says.
She continues, “We need to continue to embrace flexibility and promote work-life balance. Women are masters at multi-tasking, we can ‘do it all’ and brands that recognize and embrace this will continue to see increased productivity, profitability and retention.”
Ginger Flesher Sonnier
Owner/CEO
The Ginger Brands Hospitality Group
Ginger Flesher Sonnier has never been afraid to reinvent the rules of hospitality. From pioneering the escape room trend in Washington, D.C., to launching the first urban axe-throwing lodge in New York City, she has built an empire rooted in experiential entertainment. Her latest venture, THRōW Social, is a vibrant, high-energy concept that blends backyard-style games, live music, cabanas, and chef-driven cocktails—further solidifying her reputation as a leader in the competitive social dining scene.
Flesher Sonnier’s leadership has always been defined by her ability to adapt, delegate, and empower her team. “During the expansion of my first brand, Escape Room Live, in 2015, I faced the challenge of overwhelming demand against the backdrop of limited experience in scaling such an operation,” she says.
Recognizing the risk of burnout among her staff, she made a pivotal decision: “I adapted by hiring a strong support staff including a director of operations and a marketing manager. This strategic move not only alleviated the pressure but also empowered my team, transforming the business from a single location to a multi-city, multi-brand entertainment powerhouse.”
That ability to trust her team while focusing on creative leadership has allowed Flesher Sonnier to build The Ginger Brands into the innovative company it is today. She credits much of her success to her willingness to step back and let others take the reins where needed. “My decision to step back, delegate, and trust was extremely difficult for me, but it allowed me to focus on creative leadership, allowing my team to flourish,” she says. “It demonstrated how lateral thinking and commitment to support staff directly contributes to an organization’s success and team morale.”
Beyond her own ventures, Flesher Sonnier is passionate about fostering an industry where women can thrive. “To cultivate environments where women leaders can thrive, restaurant brands need to start with equality in opportunity,” she says. “This means ensuring that women have access to the same professional development and leadership training as their male counterparts. We must also focus on mentorship and sponsorship, where experienced leaders, regardless of gender, actively support and guide women into leadership roles.”
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Bonnie Iavaroni
Chief Operating Officer
Turning Point Restaurants
Bonnie Iavaroni has played a pivotal role in shaping Turning Point Restaurants into a thriving NextGen Casual breakfast, brunch, and lunch concept. As COO, she has focused on building leadership from within, fostering a culture of mentorship, and ensuring women have access to opportunities that allow them to excel in the hospitality industry.
One of her most significant contributions has been the development of Turning Point’s Growth Path Program, designed to identify, train, and promote employees into leadership roles. “One example that stands out for me of a time when my leadership positively impacted our team and organization was during a period of growth when we were struggling to find qualified manager candidates,” Iavaroni says. Recognizing that many employees lacked clear pathways to management, she developed a program that included assessments to identify leadership potential and a structured curriculum guiding employees from entry-level roles to management.
“A key highlight of this program was that it encouraged collaboration among our district managers. I asked them to work together to help create the framework for the program, which not only leveraged their on-the-ground knowledge but also gave them a sense of ownership,” she explains. The impact was immediate: “After rolling out the program, we were able to promote approximately 20 employees into management positions, which was five times higher than the previous year.”
She adds, “The program created a culture of growth, mentorship, and opportunity, and most importantly, it significantly strengthened our leadership pipeline.”
For Iavaroni, fostering environments where women can thrive in leadership roles means ensuring equity in opportunity, mentorship, and work-life balance. “It’s important for women in leadership positions to actively mentor and sponsor other women in the organization,” she says. “Encouraging women to take on stretch assignments and leadership projects helps build their experience.” She also highlights the importance of flexibility: “Offering flexible schedules and support for work-life balance is essential. This ensures that women can pursue leadership roles while balancing other responsibilities.”
Turning Point has long been a champion of women in leadership, and Iavaroni is proud of the company’s commitment to equity. “We’ve never had gender pay gaps, and there has always been a concerted effort to ensure that women are given the same opportunities for growth and advancement as their male counterparts,” she says. “By fostering an inclusive environment, we’ve been able to create a supportive workplace where all employees, regardless of gender or background, feel empowered to rise to leadership positions.”
Looking ahead, Iavaroni hopes to see more women in executive roles and systemic industry changes that prioritize pay equity, leadership pipelines for women, and family support policies. “Women in hospitality leadership roles need to be more visible. It’s important for aspiring leaders to see successful women at the top to inspire confidence and demonstrate that leadership is attainable for them too,” she says. “More robust family leave policies and caregiver support systems can help women remain in leadership roles or return to them after taking time off for family obligations.”
By prioritizing mentorship, diversity, and leadership development, Iavaroni continues to drive Turning Point’s success, ensuring women in hospitality have the support and resources they need to thrive.
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