How it Worked

A Moment of
Organizational Reinvention

The transformation required more than operational change — it demanded cultural clarity. The company needed a purpose that reflected its heritage, its people, and its ambitions, and values that would guide decision‑making across seven iconic brands and a rapidly modernizing enterprise.

I partnered closely with executive leadership, HR, brand teams, and cross‑functional stakeholders to build a cultural framework that was authentic, actionable, and inspiring.

Crafted a Response
that Resonated

GoTo Foods’ new purpose — Feeding People and Potential — captured the heart of the organization:

• Feeding people through beloved brands and everyday moments
• Feeding potential by investing in employees, franchisees, and communities
• Feeding innovation and growth across the enterprise

This purpose became the north star for communications, leadership development, brand storytelling, and enterprise strategy.

“Purpose had to be more than words — it needed to be a promise lived across every brand, every kitchen, every team.”

Creating ROOTS:
Values Designed to Be Lived

A central part of the cultural transformation was the creation of ROOTS (Respect, Ownership, Opportunity, Together, and Service), GoTo Foods’ new enterprise values. Dawn led the development, naming, and rollout of ROOTS , a values system intentionally designed to be:

• Memorable : simple enough to recall instantly
• Meaningful: rooted in the company’s heritage and future
• Actionable: guiding real behaviors and decisions
• Unified: connecting seven brands under one enterprise identity

ROOTS became a framework employees could easily understand and apply, whether working in a brand kitchen, a franchise support center, or a corporate leadership role. The values were introduced through leadership communications, internal campaigns, and the global franchisee conference —, embedding them into the company’s cultural fabric.

“ROOTS gave the organization a shared language — something everyone could remember, rally around, and live every day.”

These values were introduced through leadership communications, enterprise storytelling, internal campaigns, and the global franchisee conference — embedding them into the company’s cultural fabric.

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Enterprise Rollout and Engagement

To bring the purpose and values to life, my team and I developed a multi‑channel communications strategy that included:

• Executive messaging and leadership alignment
• Internal storytelling and employee engagement
• Franchisee communications across all brands
• Digital and enterprise content
• Purpose‑driven messaging woven into the GoTo Foods rebrand

The rollout created clarity, excitement, and shared ownership across the organization.

“Purpose and values became the bridge between where the company had been and where it was headed next.”