Jiří Koleňák: Welcome to another episode of the Úspěšní (Successful) podcast, specifically a special edition created in partnership with the Czech Management Association, where we invite leaders who succeeded in the Manager of the Year awards. We want to showcase how they think, communicate, and lead people. Joining me as co-host is Olga Girstlová, President of the Czech Management Association. Welcome, Olga!
Olga Girstlová: Thank you for the warm welcome, Jiří. Today, I have the pleasure of introducing our guest, Petr Benda, HR & Communications Director at Aramark Czech Republic. Petr is unique for bridging two corporate functions that rarely overlap: Marketing and HR. When Aramark underwent a major corporate restructuring, Petr took full operational responsibility for both talent and corporate communications. Sharing his experience will be deeply insightful for us today.
Petr Benda: Hi, thank you for having me!
Jiří Koleňák: Petr, I always start with an icebreaker: what brought you joy in recent days—not as a director, but as Petr the individual?
Petr Benda: We are recording the day after the Czech-Ireland playoff match where we qualified on penalties, so attending that game in person brought me huge joy! On a personal level, my wife and I went on an early dinner date alone for the first time in two years since our son was born. A quiet evening together does wonders for any marriage after having a child, so those two moments stand out.
Olga Girstlová: That’s wonderful.
Jiří Koleňák: Let’s turn to business. You led Marketing for five years before adding HR during a major corporate transformation. What was more challenging: setting up new operational processes or convincing teams that combining Marketing and HR made strategic sense?
Petr Benda: Combining HR and Marketing is an unconventional hybrid role. Initially, former colleagues and current staff viewed it with skepticism. However, both departments were already working closely together on internal communications, employer branding, and process rollouts. Taking over HR felt like a natural continuation of our shared projects. My role evolved into executive oversight, ensuring both departments scale effectively. Winning people over relied on transparent communication, active listening, and setting clear short-term and long-term milestones that everyone agreed on.
Jiří Koleňák: Was there a critical turning point where the transition could have failed?
Petr Benda: Absolutely. Some colleagues backed the vision immediately, while others remained skeptical. Delivering immediate "quick wins" during the first six months demonstrated that straightforward solutions could resolve long-standing operational hurdles. Achieving those early targets built trust and brought skeptics on board.
Jiří Koleňák: When did you realize that the combined structure was genuinely working?
Petr Benda: About six months in, when we evaluated our initial short-term goals. Receiving positive feedback from the team gave me the momentum and confidence to push forward.
Jiří Koleňák: How do you gauge that you hold genuine trust from your team, rather than simple compliance with authority?
Petr Benda: Team members confide in me more frequently—asking strategic questions as well as personal ones. True leadership relies on trust and effective delegation. I don't pretend to be a technical HR specialist; my team members are the domain experts. Granting them operational autonomy and backing their expertise builds deep mutual trust.
Jiří Koleňák: Integrating Communications and HR ensures that corporate messaging shifts from simply "being stated" to "being truly heard."
Petr Benda: Exactly. Listening to staff, gathering direct feedback, and acting on it validates the hybrid structure. It reveals what employees actually need, allowing us to align future projects, internal communications, and cross-departmental collaboration effectively.
Jiří Koleňák: During this operational transition, Aramark faced the loss of a major contract, contracting operations significantly. How did you maintain morale during such a difficult period?
Petr Benda: Losing a major account naturally triggered initial anxiety across the company, even though day-to-day duties remained unchanged for most employees. A contract loss of that scale reduced our operational size by roughly 40%. Executive leadership had to step in as a calm, stabilizing force to reassure teams across the organization. Shortly after, we acquired PerfectCanteen by Filip Sajler, which helped rebuild operational scale quickly. Throughout the transformation, we maintained transparent communication, avoided unrealistic promises, and kept teams focused on core operational execution.
Jiří Koleňák: What went through your mind personally as a leader during that crisis?
Petr Benda: I took it personally at first because I had invested heavily in client communications and defending that contract. The outcome felt like a sharp shock. However, it served as an invaluable leadership lesson: business is business, and markets evolve. I evaluated the situation objectively, adapted, and moved forward—which ultimately opened up new career opportunities, including taking on HR leadership.
Jiří Koleňák: Is it better for a leader to show vulnerability during a crisis, or to project unshakeable composure?
Petr Benda: While I kept my emotions under control, my team recognized how deeply I cared about the outcome. Reacting constructively, extracting lessons, and moving forward sends a powerful message to the entire organization: when setbacks occur, we pivot, build on what works, and capture the next opportunity.
Jiří Koleňák: Taking over HR required making difficult workforce decisions. What guides your approach when making tough talent calls?
Petr Benda: Making tough talent decisions is never easy. My first major action in the new role involved parting ways with two team members. You must evaluate situations objectively, learn quickly, and act decisively in the best interest of overall business efficiency and corporate culture.
Jiří Koleňák: How do you strike the balance between empowering team autonomy and stepping in to make executive calls?
Petr Benda: I delegate as much as possible out of operational necessity—managing HR, Communications, and recently joining the statutory board means my capacity is limited. I trust my team with project execution. However, if progress stalls or efficiency drops, I step in decisively to set direction and keep the business moving.
Jiří Koleňák: That integration produced impressive metrics in your Manager of the Year evaluation—employee engagement rose to 77%, and internal survey participation doubled. What drove those results?
Petr Benda: A 77% engagement score placed us third or fourth globally across 14 Aramark country operations. Achieving that requires continuous dialogue across all tiers—from corporate management to line cooks and utility staff. We gather feedback consistently to understand their operational paint points. Furthermore, we empower internal ambassadors—experienced chefs and restaurant managers who advocate for positive workplace culture across our locations. Maintaining open, regular communication built sustainable engagement.
Jiří Koleňák: You advocate for custom internal communication platforms. When should a company transition from emails to a dedicated mobile platform?
Petr Benda: Gastronomy is a specialized sector where frontline kitchen and service staff often lack corporate email addresses or company laptops. Traditional email communications fail to reach them. We developed a custom internal mobile app to bridge that gap. The app connects frontline staff across the Czech Republic with Aramark’s global network, sharing company updates, employee benefits, and HR contacts. Connecting employees to a broader corporate community elevates engagement and provides management with direct operational feedback.
Jiří Koleňák: What metric determines whether workplace technology genuinely adds value?
Petr Benda: Efficiency and time savings. Technology must simplify workflows, streamline communication, and eliminate administrative friction. If a tool creates bureaucratic overhead just to check a box for corporate headquarters, it fails.
Jiří Koleňák: How do you build a cohesive corporate community across geographically dispersed facilities?
Petr Benda: By establishing transparent communication channels across regional directors, restaurant managers, central production kitchens, and onsite dining facilities. When communication channels remain open, operations run smoothly. When communication breaks down, commercial performance drops.
Jiří Koleňák: What defines a genuinely fair employer brand?
Petr Benda: Authenticity and accountability. Recruitment campaigns often make sweeping promises, but true employer branding relies on transparency, fairness, and delivering on what you promise to new hires from day one.
Jiří Koleňák: High staff turnover is a chronic challenge in gastronomy and catering. How do you retain top talent?
Petr Benda: Retaining talent requires active listening, direct support, and resolving daily operational frustrations. When employees feel supported by management, turnover decreases. While natural turnover is inevitable—and I support staff pursuing career advancement elsewhere when the time comes—providing strong working conditions keeps core talent engaged.
Jiří Koleňák: What is your stance on balancing high performance expectations with workforce retention?
Petr Benda: I hold zero tolerance for poor work ethic, excuses, or dishonesty. When expectations are clear, communication is transparent, and staff have the tools to execute, performance naturally follows. Fairness and accountability create satisfied employees and sustainable performance.
Jiří Koleňák: What is the future of Artificial Intelligence in HR, marketing, and gastronomy?
Petr Benda: I maintain a realistic, pragmatic stance on AI. AI provides immense utility for optimizing repetitive processes, automating data workflows, and saving time. However, relying on AI for 99% of creative or human tasks strips away authenticity. In gastronomy and corporate management, AI should streamline administrative processes while leaving culinary creativity, human empathy, and leadership intact.
Jiří Koleňák: What major operational risks do you foresee over the coming years?
Petr Benda: Workforce management remains our primary ongoing challenge. While AI tools will assist operations, technology adoption in catering will evolve pragmatically rather than overnight. Our workforce spans from Gen Z to individuals near retirement age, requiring us to introduce digital tools thoughtfully without overwhelming staff.
Jiří Koleňák: How has fatherhood shaped your executive leadership style?
Petr Benda: Fatherhood introduced a depth of emotion that reshaped my perspective. Lessons learned at home inform how I manage people at work, and vice versa. It deepened my commitment to CSR initiatives—such as supporting the Ronald McDonald House in Motol or youth entrepreneurship camps—because raising my son Nikolas heightened my empathy for supporting families in need.
Jiří Koleňák: What core value do you wish to pass on to your son?
Petr Benda: Uncompromising integrity, fairness, and strong personal values—qualities I admire in athletes like Czech football captain Tomáš Souček, who shares my son's birthday. I strive to model those values daily.
Olga Girstlová: Petr, what did being nominated for the Manager of the Year award mean to you?
Petr Benda: The initial nomination brought a moment of intense pressure, but it quickly turned into deep gratitude and motivation. Preparing the comprehensive case study required rigorous self-reflection—evaluating past decisions, operational strategies, and personal growth. Standing among top executive finalists filled me with pride. I encourage every nominated manager to embrace the process for its incredible self-reflection and executive networking value.
Olga Girstlová: How do you view the platform provided by the Czech Management Association?
Petr Benda: ČMA provides genuine value through active executive networking, C-level knowledge sharing, and connecting finalists with university students through conferences and manager job-shadowing programs. Being part of an active leadership community extends far beyond receiving an award.
Jiří Koleňák: Petr, thank you very much for sharing your inspiring journey and insights with us today.
Petr Benda: Thank you very much for having me!
Jiří Koleňák: To our viewers, thank you for watching. Please like, comment, and share, and see you next time with more inspiring guests!
