Torani CEO Melanie Dulbecco: Layoffs Are a Choice
As told to Ana Altchek
Torani CEO Melanie Dulbecco, based in San Leandro, California, has been leading the syrup brand for 35 years. This as-told-to essay, based on a conversation with Dulbecco, offers insights into her career journey, company culture, and unique perspective on layoffs.
I may sound different than most CEOs. I grew up in a blue-collar neighborhood, and my parents divorced when I was young. I witnessed my mother's struggles and noticed the inequities around me, which fueled my drive to create opportunities.
I joined Torani in 1991 as their ninth employee and became CEO in 1995. We've since grown from a $700,000 annual revenue company to projecting over $800 million this year, with a 20% average annual growth rate.
Growth, to us, is not solely a financial endeavor. While financial success is a trailing indicator, we believe our collaborative efforts create market momentum and value, driving our growth.
We firmly believe layoffs are not our approach. I understand the necessity for layoffs in bankruptcy scenarios, but otherwise, I view them as a financial exercise that doesn't foster resilience or regain momentum. Layoffs are a choice, and I prefer to build a team that can adapt and thrive.
Our workers aren't concerned about being replaced by AI because we use automation to deprioritize repetitive, low-mobility jobs, not to replace human labor. We leverage AI for consumer research, sales forecasting, and demand planning.
Torani's focus on opportunity and collaboration has led to our success, and we continue to foster a resilient, growing company culture.