This International Women’s Day, we are celebrating the women who have forged successful paths to leadership in foodservice consultancy, a world that has traditionally been male-dominated. But that world is being reshaped by brilliant women business leaders, holding the torch to inspire others to take on leadership roles in foodservice consulting. In part two of our IWD series, we hear from three more brilliant leaders inspiring new paths for women in the industry.
Kathleen Held CPSM, CEO/president, Cini-Little
To be honest, my journey to leadership in the foodservice consultancy industry wasn’t linear, and it certainly wasn’t obvious to me from the beginning. I came up through the marketing trajectory at Cini-Little, but I didn’t grow up thinking I wanted to lead a foodservice consultancy firm, or even work for one, though my mom did work for Cini-Little and in the industry. Like everyone else, I spent many years learning about the industry, understanding the complexities of what we do, and developing a deep respect for the people in the firm who were leading the projects. It takes expertise to understand the nuances of foodservice consulting and to design complex kitchens.
I always took the opportunity to learn and ask tons of questions – to do more than 100%. For me, leadership emerged gradually through gaining responsibility. As I grew in my marketing role and as a leader in the firm, I eventually wanted to take ownership. You sit for so long in the backseat that you want an opportunity to be the driver. Luckily for me, my trajectory and goals align well with Cini-Little’s succession plan. So when I stepped into the role of CEO and eventually majority owner, it didn’t feel like a sudden arrival. It was an accumulation of years of stewardship and preparation by those I’d worked with.
What I think is great now is that it’s not just about women stepping into leadership and ownership roles – it’s about reshaping the industry and profession moving forward. So many firms have a legacy of male leadership, yet women are now stepping forward into these roles. That’s what’s coming forward now – this surge of thoughtful women leading legacy firms with empathy, mentorship, and long-term stewardship of people and culture.
Of course, leading a legacy firm with deep roots can feel like holding a torch that was lit long before you were handed it. There’s a responsibility to honor what was built, but also have the courage to evolve. You must prove yourself to your team and show that your vision and change itself is good.
My advice to other women is: don’t wait for the path to be defined for you. Define your own path. That’s why I’ve joined with other female CEOs to create our own roundtable, a safe place to talk about the business and lean on each other. Leadership rarely arrives as a clearly marked staircase – it’s built on moments where you raise your hand, take responsibility, and grow into opportunities. Invest in education and keep building your expertise. I’ve been a mentor and a mentee and have learned as much from my mentees as from my mentors. I’m honored to be part of this network of women who support each other and excited for what the future holds.
Christine Guyott FCSI, RDN, president, Rippe Associates
My journey in the foodservice consulting world began when I went to college to become a registered dietitian. I had an amazing professor at Pepperdine who encouraged us to engage with the industry, and through her, I spent time at Clevenger Associates in California. After graduating, I worked as a consultant for a year, then completed my dietetic internship and became a registered dietitian. But my path wasn’t straightforward. After my internship, I worked for SYSCO Minnesota as a healthcare sales specialist. Those three years were filled with learning, giving presentations, and teaching sales teams. I was fortunate to have strong female mentors who modeled professionalism and leadership in a way that inspired me deeply.
A turning point came when a client suggested I interview at Rippe Associates. I got the job, and in April, I will have been with the firm for 31 years. I started as an operations consultant in a small company, just 11 or 12 people, where you did whatever was needed. I worked for both Bob [Rippe] and Terry [Pellegrino], and again, Terry was a strong female leader in what was then a male-dominated field.
I never set out to become president of Rippe Associates; my career has been about loving my job, being passionate, and always doing the next best thing for my team, colleagues, and clients. In a small firm, leadership comes from hard work, listening, and learning from others.
Today, I’m proud to be part of a network of female leaders. When I started, women like Terry, Kathleen Seelye FFCSI and Char Norton FFCSI were rare in consulting. Now, there are so many of us that it feels commonplace, and that’s how it should be. We support each other, share ideas, and refer clients, building friendships and professional bonds. I hope younger women see that our industry is about relationships and collaboration.
The greatest challenge I faced was self-doubt when I stepped into leadership after Bob Rippe retired. Others believed in me before I fully believed in myself. I’ve never felt a glass ceiling in our industry; maybe I’ve been lucky, but I believe you can do whatever you want if you work hard and surround yourself with positive, supportive people. My advice to women is to find strong role models, stay passionate, and build a network of peers who lift you. After all, when you love what you do, it doesn’t feel like work.
Tarah Schroeder FCSI, LEED AP, managing principal & COO, Ricca Design Studios
When I started in the foodservice consultancy world, I had no idea I would one day be a leader, let alone stay at Ricca for 18 years. My focus initially was learning the technical side – understanding kitchen operations, equipment specs, and flow – so I could support my principal and answer questions. It wasn’t until I began leading projects that I realized a real career was possible here, and that what we do can truly impact people’s experiences, both for customers and for staff. That sense of meaning and purpose drew me in.
Leadership emerged for me through working on more complex projects, coordinating with architects, owners, operators, and engineers. I discovered that leadership wasn’t about just technical details, but about understanding vision and aligning people around it. My interest in leadership grew as I stayed curious, raised my hand, and was lucky to have mentors and sponsors who said yes to my ambitions. I came from a background in sustainability, and Ricca fully supported me in bringing that to the company, allowing me to pursue speaking opportunities and attend conferences. When the conversation shifted to ownership and strategy, I wanted to deepen my skills, and Ricca supported me in pursuing an MBA. These moments built my confidence and broadened my perspective.
Representation matters. Seeing women – of all backgrounds, family structures, ages, and leadership styles – in executive roles changes what feels possible for everyone coming up behind us. I’m part of what I think is the second generation of female leaders in this field, standing on the shoulders of women who broke the glass ceiling 20 years ago. Especially in technical fields like foodservice consulting, it’s crucial to see diverse women in leadership so that the next generation can see their own potential reflected to them.
There have been pain points, of course. Often, ideas need to be echoed by others before gaining traction, and younger women in consulting face the added challenge of proving their experience. Sometimes I’ve had to assert boundaries more firmly, and even now, people don’t always assume I’m the senior leader at the table. As a single parent, balancing leadership and family has also required flexibility and support, and I’m grateful Ricca offers that. The industry still needs more transparent ownership pathways, compensation benchmarking, and structured mentorship.
My advice? Master the fundamentals, seek out sponsors, say ‘yes’ before you’re fully ready, make your contributions visible, learn to say ‘no’ to protect your focus, and be yourself – then bring others with you. Authenticity and support are key. We need to keep advocating for the next generation, just as others have done for us.
Further details:
Keen to hear more from the women reshaping our industry? Check out our first installment, here.
Lauren Hurrell
Pictured: Kathleen Held CPSM, Christine Guyott FCSI, RDN, Tarah Schroeder FCSI
