We took chances at TGI Fridays. We were irreverent by design, and category leadership was always our goal. We were considered a casual dining establishment, although we carved out an irreverent niche. Let me be clear: There was very little casual about Fridays. To do that and maintain that without a true peer to challenge us meant having the right people. We were different because our people were different. We were better because our people were better. We didn’t just hire people; we attracted talented personalities.

The best embodiment of that philosophy was Amy Freshwater, our go-to expert for both internal and external communication. She was responsible for identifying strategic service partners, including our public relations agency of record. Her track record was stellar, yet she enjoyed shaking things up. She was fiercely loyal to her partners yet always thought about the Friday’s brand first and kept all options available.

Once, when the time for her agency review arrived, she included a start-up that had auditioned without being asked to do so. Derek of DFPR (now derekPR) spent entire days at multiple Fridays, observing interactions, trying everything on the menu, and speaking to staff and guests alike to gain insight into our brand from various perspectives. He developed such an impressive deck that we were obligated to consider his representation, the degree to which was undetermined.

We knew he was a fan first, but his ability to articulate our points of differentiation elevated him. His preparation was evident, and his energy was contagious. He just got it, got us, and got the brand. Defying convention, Amy chose the underdog because she felt Derek was teachable, competitive, dependable, scrappy, humble, and nimble— "different smart" as I recall.

The internal sentiment was that it was an interim partnership and that one person, even with all his knowledge and connections, was not a long-term solution. Derek didn’t see it that way and used the opportunity to exhibit a full arsenal of drive, dedication, and perseverance. Derek made lots of rookie mistakes. He reflected on them, yet didn’t dwell on them. He found his groove, and the interim tag became an afterthought.

Within 90 days, Fridays had surpassed what the industry deemed our competitors in all measurable categories, and no matter what we threw at Derek, he tackled it with vigor. Under his solid representation, we owned the media landscape. Then, the awards started trickling in—big ones, coveted ones, important ones.

Nothing seemed out of reach. He had a category leadership mindset, which we needed and expected. After a couple of years, we decided to recognize him with an award at our annual conference, yet we didn't have an applicable category. I asked Amy what makes him different. She answered immediately, “He lives and breathes the brand. He is the brand because he wants to be the brand.”

We decided together that the award would be Be The Brand. That award was never given to another service partner or team member, so Derek is its sole recipient. I was the next one to give him an opportunity by putting him in front of leaders at my next venture at Applebee’s. Like Amy, I didn’t do him any favors. He just had to prove that he could become another brand. And he did. They don’t make trophies for that anymore.

Sincerely,

Mike