Eric Foss, Chairman, President and CEO of Aramark

Today’s guest is Eric Foss, Chairman, President and CEO of Aramark, a Fortune 200 global leader in food, facilities and uniform services.   The company employs 270,000 people and provides award-winning services wherever people work, learn, play and recover in 19 countries worldwide.  Since Foss was named President and CEO in 2012, Aramark has recorded consistent growth in sales, new business and adjusted net income and operating margins.  He also lead the company’s successful return to the New York Stock Exchange in December 2013.  Under Foss’ leadership, Aramark has been recognized among the “Most Admired Companies” by FORTUNE and the “Worlds Most Ethical Companies” by the Ethisphere Institute.  Foss was elected Chairman of the Aramark Board of Directors in 2015.
Prior to joining Aramark, Foss served as Chairman and CEO of Pepsi Bottling Group.  Throughout his career, Foss has established a strong track record of generating profitable growth through integrated strategies and consistent execution.  He has led global teams to successfully build leading brands through a ‘front line first’ mindset.  Foss serves on the Board of Directors of Aramark, Cigna and Catalyst.  He is a member of the Business Roundtable, the Wall Street Journal CEO Council and the American Heart Association CEO Roundtable.

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Shareable Insights

From Podcast Action Journal
Eric moved through the ranks at PepsiCo despite not having an MBA. He was never intimidated by others with the qualification. He is a big believer that in order to stay sharp and grow, you have to keep learning.
You also have to commit to self-renewal and staying intellectually curious. Eric says, “think and act like a teenager.” To keep growing, it’s important to go where the action is.

Which is more important to be a good leader, an MBA or experience on the frontline?
How do you continue to seek growth and self-renewal?

If you want to grow in your career, you’ll have to demonstrate that you are capable to handle more responsibility. Eric says one of the best ways to do this is by developing a point of view about your general manager’s agenda. Know his or her goals and find a way to contribute to that. Build a skill set that grows the top line. Anyone can broaden their value contribution.

What is your point of view regarding your leader’s agenda?

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