This Washington, D.C., pizzaiolo and multi-unit operator has little turnover. Here’s why

Building a People-First Pizza Culture

Personal growth has become inseparable from professional growth—and for many operators, that’s at the core of the culture shift conversation happening in the restaurant industry right now.

“On Dec. 4, 2018, we opened in Virginia. Today we have 14 locations, and No. 15 opens Friday. We never took investors. That means I get to chart our own journey,” says Andy Brown, owner of Andy’s Pizza, which has grown into one of the most recognizable New York-style slice brands in Washington, D.C.

“Before COVID, I was a f—ing nobody with $8,000 in the bank,” Brown says. “I didn’t have two nickels to rub together. I was the general manager of three locations at the beginning.”

Brown entered the pizza world as a competitive pizzaiolo, winning international championships, but he says he had zero experience owning or operating restaurants. “COVID was the best thing that ever happened to me,” he says. “Pizza went crazy. We were able to get leases, and by the time the pandemic ended, I was a real restaurateur.”

Making Work Fun and Enjoyable

While revenue surged, staffing became the real challenge. “In a world where all the good restaurant employees left during COVID—because they were competent enough to join another industry—our goal became simple: be the best place to work in Washington, D.C.,” Brown says. “This business shouldn’t be about making people stay. It’s about people enjoying their lives. What the f— are we doing on this planet if we don’t like it here?”

That philosophy shows up in everyday decisions. “If you’re out of vacation days but your cousin’s getting married? Go to the wedding,” Brown says. “Our goal is to have happy people working at a place they like to be. If they like being here, guests will like coming here. We don’t have a script—we just hire friendly people.”

Fair Pay and Competitive Benefits

He backs that up with tangible benefits. “Cashiers make $23.40 an hour. We offer 401(k) with matching, 12 weeks paid family leave, two weeks paid vacation, unlimited PTO for salary. We’ve built all these things to make this the best place to work,” he says. “It’s fun to work at a place that’s winning.”

Regular Training

Training is a core pillar. “I want this to be the last job you ever have in that role,” he says. “Maybe I don’t have 50 manager openings. But you should never leave here thinking, ‘I’m going to go be a cashier somewhere else.’ You can leave to move up—but this should be the last job of this type you ever have.”

Clear Brand Vision and StandardsShared Vision

Defining Who Andy’s Pizza Is

Brown’s clarity extends to brand vision. “You need a real vision. Not something broad and fluffy,” he says. “Our mission is simple: be your favorite neighborhood pizza shop. You need to decide who you are. The best? The fastest? The most convenient? Domino’s is the most convenient. That’s their lane. We’re not that. Everyone on the team needs to live that vision every single day.”

Obsessive Quality Control for Every Slice

That identity is reinforced through obsessive quality control. “If you come to Andy’s and get a $4.50 cheese slice with 24-month-aged Grande that we shred fresh every day—and that dough took three days—I’m not going to let you ruin it with Kraft cheese,” he says. “Everything we do is about quality, guest experience and wanting people to come back. If a pizza’s burnt, we fire a new one. We don’t worry about the comp. We hold ourselves to a high standard. If it doesn’t hit, it gets remade. Period.”

Reinforcing Standards Through Team Communication

Every day, that standard is reinforced across locations. “Every morning and every afternoon, every store sends a photo of their slice lineup,” Brown says. “It used to be text. Now it’s Slack. I’m sending it to the entire company. I don’t want to send out a sh$tty pizza—and nobody else does either. Anyone can say, ‘Stop. Reset. This isn’t up to par.’ When I make a mistake, the team calls me out on it. I love that.”

Science Meets Handmade Craft

Behind the scenes, Brown has layered science into what is still a handmade craft. “We’ve invented quality control systems that didn’t exist,” he says. “All our pizzas go on a light board so we can see where the dough is too thin. Every crust ferments for three days and proofs for 90 minutes. We can tell you down to the millimeter how thick it’ll be. We’ve literally put a thermometer inside the dough so we know it hit 70 degrees. Under 70? It’s not usable. This is still handmade, stone-oven pizza—but we’ve built controls that make a massive difference.”

A Total Team Approach

Even supplier partners are treated as part of the team. “Hospitality extends to vendors,” Brown says. “I’ve gone into Michelin-starred restaurants and seen chefs get into it with delivery drivers. Isn’t this supposed to be hospitality at the highest level? Whether it’s the US Foods driver, FedEx—whoever—you want lemonade? You want water? You want slices? We take care of you like you work here. Because you do. Our payment record is flawless. We pay on time. I want vendors to say, ‘I love doing business with Andy’s Pizza.’ Relationships matter.”

To hear from more US Foods customers and chef/owners who have taken steps to take better care of themselves and their teams, click here