No matter where you start, we give you the tools and training you need to turn a job into a career.
As an Aramark employee, you'll have the chance to make peoples' lives better and that's something worth working for.
At every opportunity, we give you the chance to change the world around you for the better.
"TO BE CONSIDERED FOR A MANAGERIAL ROLE FRESH OUT OF SCHOOL IS A GREAT FEELING”
Almitra is one of our most promising emerging leaders. She started in our student Accelerate to Leadership Program and has since been brought on full-time as a housekeeping manager, overseeing an entire department. Almitra has thrived in her new, full-time leadership role and is looking forward to the challenges that lie ahead.
“IT’S VERY COLLABORATIVE HERE. THERE’S JUST A POSITIVE ENERGY THAT’S IN THE AIR.”
Four years ago, I came over to Aramark after a career working in some of the service industry’s largest organizations.Coming off that experience, it’s hard not to compare those companies to Aramark – it has definitely measured up!
From the very beginning, Aramark began to challenge and change how I approached my day-to-day duties. The workplace culture was positive, energetic and collaborative. From the top down, we were encouraged to challenge the status quo and always think of new ways to do things even better. My team and I work every day to provide great customer service and think of new ways to move Aramark forward.
Now, that mindset influences every decision I make, starting with the people I hire, who are Aramark’s most important asset and business driver.
Aramark’s ability to break the mold and create experiences customers want is what differentiates us from the rest of the industry. Yes, we serve great food and beverage but it’s more than that. My team and I collect data and uncover insights that drive fact-based decision-making, allowing us to target, track and plan more effectively in order to form a more personal connection with the customer. And that’s what we’re about here.
I found that Aramark is open to fast-tracking high potential individuals. We bring in people with the right DNA, even if they don’t necessarily have a lot of prior experience. If a candidate is prepared to learn on the job and rise to the challenge, we don’t hold them back because of age or level or experience.
Growing and mentoring my teams are what I believe to be at the heart of delivering great customer service. Seeing them impact the organization in positive ways is why I do what I do.
“I CONSIDER THE PEOPLE I’VE TRAINED AND PROMOTED TO BE MY BIGGEST ACCOMPLISHMENT.”
I have been working with Aramark’s uniforms services in the Bay Area for more than 22 years, starting in 1993 as a sales representative with a local uniforms delivery route.
Since then, I’ve spent the better part of my career moving up through our uniforms business, taking on larger responsibilities with each new role. I moved from my sales route to manager to account executive, all the way to director of sales. Now, I manage the entire Northwest region for our strategic uniforms business, as well as cleanroom business development in the US and Puerto Rico.
The best advice I can give people is that you have to be patient, but take advantage of the good experiences you get along the way.
Aramark taught me that every day I should always make customers feel like they made the right choice. When I was a district manager, I had a customer who was looking for something new and innovative from his uniform services, so I paid attention, understood what he was looking for and offered the help of my team. Shortly after, he was so pleased with what we had accomplished, he renewed his contract with us and we picked up two new locations. By listening, following up and building that relationship, I was able to make sure he had an excellent experience.
While I’ve enjoyed a long successful career personally, I consider the people I’ve trained and promoted to be my biggest accomplishment. I work closely with my team, develop them and use my experience as a guide to help carve their own career path. Seeing them succeed gives me a great sense of pride.
As part of my development process, I encourage all new account executives to go on community service trips, so that they understand how their role at this company goes deeper than selling uniforms. It always ends up being a great experience for them in connecting with the community. One time I was painting a local community center in San Francisco and turned to discover that Aramark’s president was painting right alongside me. I thought that was really impressive. Aramark is about people and community and I’m proud to work for a company that knows the importance of giving back.
“EVEN WITH MY DISABILITY, ARAMARK HAS NEVER TREATED ME ANY DIFFERENTLY.”
The biggest challenge I face is that I’m blind, but I never let that stop me from getting the job done. Sure, I have to adjust and do things differently, but I’m always smiling. I think that’s the quality that Aramark saw in me and they have never treated me any differently than anyone else, which really impressed me.
I began my Aramark journey in 2001 as an hourly employee working on the food prep line at a café at University of Tennessee. Today, as a porter in the main dining hall at University of Tennessee, I’m grateful to be able to help serve food to thousands of people every day.
When I first met my managers, I was a shy person. When they saw that, they encouraged me to step out and not be so shy—they didn’t think I should be limited by my disability. So I started interacting with students and treated them like the individuals they are. I try to get to know them on a personal level by asking them questions like where they’re from and what their major is. It lets them know I’m here to work for them and that I care about what they care about. When I’m interacting with them, I focus on just being me.
Outside of work, I’m active in the National Federation of the Blind. I work to raise awareness of issues that affect blind people. We push for things like large print as well as airport kiosks specially made for people who are vision-impaired.
I’ve been at Aramark for 15 years. That’s a long time! I’d like to stay as long as I can because I’m so thankful to be part of a company who treats me as an equal.
“A SMILE IS THE SIMPLEST GESTURE YOU CAN MAKE.”
Customer service starts with a smile. It’s the simplest gesture you can make. It says, “I’m open. I can help. You can ask me.” From the smile, you can go anywhere.
I’ve enjoyed a 12-year career here at Aramark, and that philosophy has taken me far.
In 2003, I began as a part-time order taker at Turner Field in Atlanta. One day, a season ticket holder had an issue with a food item, but I didn’t let it get me down. I smiled, fixed the issue and gave him a hot dog free of charge. That season ticket holder turned out to be one of Aramark’s general managers, who offered me a full time job on the environmental services staff at Spelman College in Atlanta. He thought my compassion and exceptional service could come in handy in the higher education space.
After a few great years working there, another manager recommended me for a position in an industry where he thought my personality would be a perfect match: healthcare.
Today, I’m environmental services director at Levine Children’s Hospital in Charlotte, NC. Every day, I instill in my team the value of service excellence and serve as proof that their smiles can go a long way, especially in this industry. When you approach your work with a good attitude and give your best to patients and visitors, you can really move the needle. And we have. In the year I’ve spent in this role, patient satisfaction ratings have risen.
But that success hasn’t altered my approach. I still hit the floor and engage with everyone I meet. People ask my teams, “What has gotten into you guys?” And they say, “Phyllis’ smile and work ethic have gotten into us.” Every day, I make connecting with people my business.
"EVERY DAY I GET UP, I WANT TO DO SOMETHING BETTER THAN I DID YESTERDAY.”
John is the type of employee that’s always looking for ways to make Aramark even better. As the director of culinary, he brings an unparalleled level of passion to every dish and every customer—it’s what makes him a unique individual and invaluable team member. John has always jumped at every opportunity he’s been given, including serving the president of the United States.
“THE ONLY PERSON YOU’RE LIMITED BY IS YOURSELF. YOU CAN GROW AS MUCH AS YOU WANT TO.”
In 2009, shortly after serving on my 3rd tour in Iraq, I joined Aramark as Director of Environmental Services at Fort Healthcare. I honestly didn’t know if I was going to get the job because I had no prior experience in the field, but I was given the chance to learn on the job and lead a team of 25 people.
Right away, what I liked most was that every day was different—it wasn’t boring. I knew I wouldn’t have liked a typical desk job, so it was great to always be on the move. My team and I have been able to work directly with healthcare organizations and completely rejuvenate their facilities, whether we were replacing the floors, eliminating waste or helping reduce risk of patient and doctor infection. We’re able to make immediate changes and our clients couldn’t be happier.
I found my military experience helped me learn the job quickly. We’re trained to make speedy calculations under pressure, so my ability to react quickly and calmly helped me stand out and respond to our customer’s needs in the most effective and efficient manner.
Above all else, I want my customers to have complete trust in what I’m doing and know I will take care of what needs to be done. Service means anticipating needs and coming up with innovative solutions before they ask.
I also try to bring that same level of commitment to my community. I’m a member of our regional Star Team, which is our employee volunteer group that gives back to underprivileged communities.
It wasn’t long before I was ready for the next step within Aramark. I took a job leading a bigger team at Bellin Health and after just three years, I became the general manager for the Cook County Health System and Center for Jewish Elders in Chicago.
Now, I’m leading five directors with over 60 full time employees and overseeing a budget of more than $8 million.
In my years of experience, the one thing I’ve learned is that the only person you’re limited by is yourself. You can grow far as you want to grow.