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Current Stories
» FAME Turns Ten!
» Secretary of the Treasury Paul O'Neil Visits
» FAME at the National Institute of Science & Technology
» FOCUS Interviews FAME's President
» New Easy Access On-Line Menus at Department of Education


It was the spring of 1991 and Terry Tehrany was making some hard decisions. After spending his entire working life in the food service business, he saw the industry he loved changing, and he didn't particularly like what he saw.

In the good old days, the customer was king and food service companies reacted quickly and creatively to their clients' requests. Even though they were large companies, the entrepreneurial can-do attitude hadn't replaced the corporate culture of rigid menus, bottom lines and management from afar.

Always a hands-on manager, as comfortable washing dishes as sitting in a board room, Tehrany wanted to take the "old" out of the "good old days." Realizing he couldn't accomplish that with his present employer, he took a very deep breath, resigned his executive position and started a brand new company he called FAME, an acronym for Food and Management Enterprises.

He immediately asked two long time friends and business associates to join the new enterprise. Ian Atherton, a nationally recognized expert in dining service operations and Louise Faucher, who brought extensive systems and human relations skills, became part of the core team.

Tehrany focused on business development, Atherton lined up purveyors, created menus and hired qualified staffers who understood and appreciated FAME's basic principles. Louise Faucher created policies and procedures, wrote sales proposals and supported her two partners in bringing in new accounts. Even her family pitched in as Faucher's daughter Carolann held down the home front.

After months of working all day and preparing proposals at night, they won their first account, a retirement community in Rhode Island. A few more followed and the fledgling company began to put down some roots.

One thing that never wavered during those early years was FAME's commitment to customer satisfaction. The Tehrany credo "everything for the customer" became the heart of the company philosophy. While quality, standards and guidelines are certainly in place and must be followed, the "everything for the customer" flexibility allows each location to match their customers' needs and wants.

Gradually, word began to spread about a young company with a different philosophy. It wasn't just the customers who experienced the difference, but so did FAME managers and associates. Most of them had years of food service experience before joining FAME and several continued on when FAME took over an account from their previous employer. To a person they enjoy the new relationship. Comments like "I have the freedom to create," and "I never received this kind of support from my former employer" were heard constantly. Instances of Terry Tehrany walking in during lunch and ending up serving food and having fun with clients and staff are legend throughout the organization.

After 10 successful years, FAME's roots are settling deep. Their good reputation is growing and from that one account in Rhode Island, FAME now serves major clients throughout the United States.

Throughout the turmoil and growth, not much has changed. Tehrany, Atherton and Faucher still worry more about the health of an associate's family than the bottom line. Maybe that's why FAME's first 10 years have been such a grand success.

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Secretary of the Treasury Paul H. O'Neill, whose signature appears on every piece of printed US currency, visited the Washington D.C. Bureau of Engraving and Printing and FAME helped welcome him with a wonderful brunch. O'Neill and 50 top government executives enjoyed an extensive breakfast buffet complete with a variety of freshly baked pastries, cakes, and cookies. Fresh coffee, tea and juice were also served. Special care was taken in preparing the room and presenting the brunch.

The visit by an official of O'Neill's stature is an extremely important event and it is imperative that everything is perfect. And everything was, according to the feedback received by FAME Manager Jon Arnett and Assistant Manager Mac Dixon.

The FAME staff also caters large events. Recently over 1,000 bureau staffers enjoyed a lunch, New York deli style, at their awards ceremony.

In addition to preparing and serving a catered affair almost every working day, over 1,000 Bureau of Engraving and Printing employees visit the FAME dining room for breakfast and lunch.

The bureau has counted on FAME to provide dining and catering services for over eight years. In fact, they were so pleased with FAME that it won the contract at the bureau's Fort Worth, Texas operation.

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Every business day, over 1,000 National Institute of Science and Technology (NIST) staffers enjoy a good meal in one of the three dining rooms on the huge NIST campus. So large that it even has its own deer herd, NIST is the center for all our federal government's scientific incentives.

One of FAME's first projects at the institute was to create a more upscale dining atmosphere that was more conducive to the professional scientific community they serve. The old cafeteria style stainless steel serving tubs sitting on steam tables made way for ceramic serving bowls resting on attractive hot tiles. New decorations and attractive signage added a long needed freshness to the main dining area.

The menu also underwent some significant changes. More entrees appeared and everyone was soon enjoying garlic wine pot roast, smothered pork chops, Mexican baked catfish and a myriad of other tasty and creative selections. A carving station offers fresh sliced turkey, beef and pastrami.

"Everybody has been very positive," said FAME Manager Ken Osborn. "Our customers have been very pleased with the changes we've made in both food preparation and the dining environment."

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It was a warm day in late autumn and FAME's President Terry Tehrany dashed into the office, fresh from a morning of sales visits. Seated in the company conference room, he spoke about FAME’s beginning and its first ten years.

Focus: How did FAME begin?

Terry: We started FAME in 1991. I was an executive at a large food service company and was becoming increasingly concerned about how the large companies were treating their customers. Twenty years ago they always respected their clients' wishes. When they needed something, we reacted quickly and in a friendly, professional manner. We also worked under the premise that the client was always right and our job was to provide complete customer satisfaction.

Then we entered a world of mergers and acquisitions and overnight the whole philosophy changed. Corporate systems and the bottom line became more important than the customer. The concept of operating like an individual street corner restaurant disappeared. I began to realize that after spending my whole life in the food service business, those changes went against my core values. That was when I decided to start a company that reflected those values. I called Ian Atherton and I called Louise Faucher and I said I'm going to start a company and asked if they would be willing to come with me. Both said yes and we started FAME.

Focus: What were your initial goals when the three of you sat down and got started with this brand new enterprise without any customers, just hopes and dreams?

Terry: There were sure a lot of hopes and dreams, but the three of us believed in what we were doing and were committed to building a successful company. We spent the days organizing, prospecting and selling. Then at night we would prepare our proposals. After a lot of hard and frustrating work, we got our first account in Newport, Rhode Island.

Focus: What is it like being a small company and competing with these food service giants?

Terry: It's great. We enjoy going up against the big guys. Because we offer a different food management concept, it took people a while to realize they didn't have to settle for the big corporate style. The first seven to ten accounts we got were the toughest. Because of our size and because we are hands on people and pay a tremendous amount of attention to our accounts, we convinced them that we were better than the big guys and, consequently, we began to grow our business.

Focus: What makes FAME different from the competition?

Terry: We believe that every one of our accounts is like a little child we adopt. Every member of the FAME staff understands the importance of that account and we do everything in our power to make sure the client and the customers are happy. We make it a point to find out what the customers like and put a lot of effort into preparing great tasting wholesome meals. You'd be surprised at how much we make from scratch right in our kitchen. We also work very hard to establish a strong relationship with our dining service workers. When we visit an account, they all know us by name. We talk about our children and grandchildren. Good camaraderie is commonplace at all our accounts.

Focus: Do you treat your customers differently from the competition?

Terry: Absolutely, When we open a new account, we present the first week's menu. Then, we immediately begin sampling the customers reaction. We find out what they like and what they don't. We ask about any favorite meals or desserts they might enjoy. Before we bid on an account, we survey a five mile radius of that particular town to find out where people eat, what kind of food they enjoy and what is their price range. Then we set up our menus and work it out accordingly.

Focus: How important are the FAME associates?

Terry: Our associates are our most important asset. Without them, we simply would not have achieved the level of success we presently enjoy. They are our blood line. Every day they are on line to greet our customers. They make the extra effort to make sure the food is enjoyable and well presented. Whenever we hire former employees of a big food service corporation, they always say how nice we are and how well we work together. They are proud to be on our team.

Focus: How does that differ from the competition?

Terry: In several ways. For example, we won a new account and the existing manager, for whom I have developed great respect, was devastated that we were the new operators. The first thing he asked about was what reports FAME required. I said it's not about paperwork, it's about you running this food service as if it were your own business. He used to be stuck in his office just doing paperwork. Everything he did was according to the corporate formula. He couldn't believe he now had the ability to actually tailor his FAME operation to meet his customer's dining service needs. He now spends his time managing his facility and visiting with customers. We want him to be a manager, not a report maker. And he does as well.

Focus: Does this have an impact on your customers?

Terry: Absolutely. In fact, one of our clients has several other locations throughout the country. They want us to eventually provide dining services in all of them. This is a direct result of letting good people run their operation in a way that works best for the customers. We're very excited about the positive response we are getting from our customers. It's resulting in many long term relationships that are a big part of our success.

Focus: How do you sell the FAME concept?

Terry: I try to let the prospective client know who we are and how we operate. W don't really have salespeople. All our associates are salespeople. Every manager is a salesperson. Every counter worker is a salesperson. The best way to sell something is run a good operation. Actions speak louder than words. We want to make sure everybody is happy and that all the clients, our customers are laughing and smiling. A while ago, we submitted a proposal. As part of the evaluation they visited one of our existing accounts. When they walked in, there were customers in the serving area. All of a sudden the grill man started singing. One of the cashiers joined in. Then everyone began singing. They said, "this is what we want. We want a company where the employees are happy to be and, therefore, they're going to make us happy." That's how we got the account.

Focus: It's not unusual to find you cooking or on the line or washing dishes. Isn't that a little strange for a corporation executive?

Terry: Not for me. I want to let everybody know that I came from the back of the house and I will do anything I ask one of my associates to do. When I visit an account I'll cook, clean, work the line, run the cash register, whatever is needed. All of us love to work at one of our operations. I think we get more respect because we sometimes don't act like executives.

Focus: After ten years, how did your initial goals match up with what actually happened?

Terry: I haven't really met my goals yet, but I'm working on it. Things change over time and we have to work harder to get new accounts. Happily, we have no problem maintaining accounts. In fact, we have never lost an account based on performance, ever.

Focus: What's the most rewarding part of the job?

Terry: Giving jobs to people. Making sure their families are OK. That everybody's happy, healthy and enjoying what they do. That's my reward. Whenever I hear someone is sick or having a problem, it gets to me because they are part of the FAME family.

Focus: Would you do it again?

Terry: Absolutely, FAME is part of me. It's so much different from working for another company. I can do things for my clients and my employees that couldn't happen in a corporate environment. Our people don't need to get 15 authorizations every time they need something. If the client has a concern, it's addressed in minutes, not days. That's because even as we grow, we maintain a customer first mentality. All the managers know the limitations as to what they can do, but they know that as soon as the client calls and the client wants something, that's their mission -- to take care of the clients and the customers.

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Employees at the US Department of Education don't have to visit the FAME kitchens to see what's cooking. They can check it out on-line.

In December, all the FAME menus can be read on the department's web site. "This is an exciting project," said FAME Manager Jean Perry. "It's great that our customers can check out our selections right at their desks."
In addition to being convenient, the program is expected to draw more customers to the dining area. The on-line project is only part of FAME's efforts to encourage more people to visit their dining facilities at the Department of Education. Creating the menu is only the first step. Then it must taste great. Perry credits Chef Myris Newby for much of their success, calling him a "fantastic and very creative chef".

"This job is fun," said Perry "and we want to make it easy for people to come visit us."

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