
Making Your Job Obsolete Is Great For The Culture -- Part 3 of our conversation with Travis Johnson,
A lot of companies talk about having a recipe for a winning culture but foodjunky.com Co-Founder and CEO Travis Johnson has a cookbook for it in his environment. In the third post of our 3-part Leading With Courage℠ conversation, Johnson speaks to scaling a culture successfully, including why making your job obsolete is nothing to be afraid of – in fact, at foodjunky.com, it could be the best thing that ever happened to you. Leading With Courage℠ Academy: Travis, one of the b

When A foodjunky.com Culture Can Be A Healthy One: Part II of Our Conversation with Travis Johnson,
In Part I of our Leading With Courage℠ conversation with foodjunky.com Co-Founder and CEO Travis Johnson shared how his concierge service makes ordering food from local restaurants easy for individuals, groups, and catering. He also opened up about the de-railers to effective leadership that he tripped over in his first few years in business. From those experiences, he’s become someone who is never afraid to ask the customer, “What do you think?” We continue the conversation

A Conversation With Travis Johnson, Co-Founder and CEO of foodjunky.com and A Leader With Courage (P
foodjunky.com is a concierge service that makes ordering food from your local restaurants easy for individuals, groups, and catering. At the helm of this online platform is Travis Johnson, whose mission is to alleviate the headache of ordering lunch and instead deliver a whole lot of happiness to customers. Leading With Courage Academy: foodjunky.com has been in business since 2011, but you had the idea for the company a lot farther back from that date, didn’t you? Travis Joh

How A Painted Picture Is Worth More Than 1,000 Words: Part 2 of Our Conversation With Brian Scudamo
In the first post from our conversation with Brian Scudamore, Founder and CEO of 1-800-GOT-JUNK? and O2E Brands, we talked about how he built a nearly $300 million business but not before he had to let all 11 of his first employees go because they didn’t fit with his vision of customer service. After that reboot, his business fundamentally changed with hiring happy people that he liked, hiring on attitude and training for skill. As a follow-up, we talked to Brian about how he