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Red Lobster’s 37-year-old CEO waited tables before joining the C-suite—he says it was a crash course in managing ‘difficult people and situations’

First publishedJul 19, 07:00 UTC
Last updatedJul 19, 23:29 UTC · 6m ago
11 outletFortune
1 outlets over time — hover a bar for its window & outletslast updated
Red Lobster’s 37-year-old CEO waited tables before joining the C-suite—he says it was a crash course in managing ‘difficult people and situations’
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6.0/10Source trustoutlet authority
1Outletsindependent sources

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Answer

Years before Damola Adamolekun was tapped to serve as Red Lobster’s CEO—and save the brand from an endless shrimp-induced bankruptcy—he was tasked with mastering a smaller version of pretty much the same job: keeping tables happy and well-fed. The 37-year-old first began his career like the thousands of his employees: as a server.

Reported by 1 outlet Fortune. See all sources ↓

Years before Damola Adamolekun was tapped to serve as Red Lobster’s CEO—and save the brand from an endless shrimp-induced bankruptcy—he was tasked with mastering a smaller version of pretty much the same job: keeping tables happy and well-fed. The 37-year-old first began his career like the thousands of his employees: as a server. While in high school, Adamolekun worked at Clyde’s, a local chain at the time located in suburban Maryland. He said it was there that he learned how to read people quickly, smooth over tense interactions, and make a customer feel even better than when they first walked through the door.

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In brief
What's the story?
Years before Damola Adamolekun was tapped to serve as Red Lobster’s CEO—and save the brand from an endless shrimp-induced bankruptcy—he was tasked with mastering a smaller version of pretty much the same job: keeping tables happy and well-fed. The 37-year-old first began his career like the thousands of his employees: as a server.
How widely is it covered?
1 outlet, average source rating 6.0/10.
When was it last updated?
6m ago.
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    Red Lobster’s 37-year-old CEO waited tables before joining the C-suite—he says it was a crash course in managing ‘difficult people and situations’

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