Town Hall Follow Through:
A note from James Chung, CEO
Thank you for attending Town Hall and for the feedback you provided after the meeting. We hear you, and we will be using the feedback for the betterment of the Company.
A lot of you said the same things in different ways, and we want you to know we hear you. You want communication that is easier to follow and actually useful in the store. You want more real examples, not just concepts. You want the work that is being done right to be seen. You want transparency and follow through, especially when something changes.
Coming out of Town Hall, our focus is Communication and Execution. Expectations and transparent communication reaching the front line, then executing at the BiC level. And it’s on us to make sure we build it that way.
WATCH THE 2026 TOWN HALL MEETING
What BiC is supposed to feel like in the store
BiC is not a slogan. It is what the shift feels like when things are working.
It means we’re baking perfect bread and making accurate orders. Guests get red carpet service. The team is staffed well enough to keep standards without burning out. Equipment works in the store and teams are properly trained.
That is the bar. And the point of all of this is to make that bar easier to hit, more consistently, across every store.
Department Updates and What We’re Putting in Place
Operations
When the shift is moving fast, BiC has to be simple. The biggest lever right now is how we protect accuracy and service when it gets busy.
The primary focus is the Expo position and the behavioral shifts required to support it. The goal is a culture where store management effectively utilizes the expediter role to ensure order accuracy and red carpet service.
To make sure strong execution is seen and reinforced, DMs will be awarding gift cards to Managers on Duty who execute this correctly during store visits for the next 2 periods.
What good looks like right now:
• 100 percent execution chart fill out
• Proper planogram layout
• The MOD actively leading the team from the expo position
And because you cannot execute a standard without the right people, staffing levels going into summer are a priority. Staying on top of applicants and making sure new hires are thoroughly trained is how we protect the shift when it gets busy.
Training
You told us training has to feel fair, doable, and easier to track. The goal is not to add more steps. The goal is to remove the guessing and reduce the last minute scramble.
Here is what is changing right now.
• Grace periods for new hires
• General Training Data now includes a 10 day grace period.
• Menu Testing now includes a 14 day grace period.
Manager notifications
Managers will receive automated notifications when a team member is due for their Menu Test. That is meant to reduce surprises and help you stay compliant without hunting for dates.
Talent Acquisition
We are in the final interview stages for open positions and expect to reach a hiring decision by the end of March. The intent is support and structure so training does not become a bottleneck.
Internal Manager Training
Program rollout will be led by Regional Directors during Period 4. This is about giving managers a consistent development path across markets.
Observation Checklists
All observation checklists must be verified and finalized by the District Manager. This is about consistency so stores are not getting mixed messages, and expectations are clear.
Sexual Harassment Training
Completion is mandatory for all company employees by June 1st. Look for an announcement from the HR Team with instructions and next steps.
Why the tools matter
• Training Dashboard is a quick view of where you stand so you are not guessing.
• Observation Checklist is how we verify standards in real time, not weeks later.
• Menu Test makes product knowledge measurable and consistent.
• Patches make progress visible and worth celebrating.
Facilities
You were clear about this. Equipment issues do not just slow things down. They change the entire shift. They create stress, hurt service, and make it harder to hit the standard.
That is why the first round of Dasani coolers has been ordered to help meet commitments over the next five periods. The increased facilities budget is already being used across markets to catch up on both new and existing work orders.
To make support faster and more accountable, one process is being reinforced. Submit facilities issues through the ticketing system with clear details and photos when possible, and keep communication inside the ticket so updates stay visible in real time. That helps keep issues from getting lost and makes follow up easier.
We are also addressing spam calls to stores. Anthony Luna is currently working with our phone provider to reduce disruptions. Cox is being tested in the Arizona market, and if successful, the fix will expand into additional markets.
HR and Recruiting
Staffing is a reality. Without the right team in place, the standard gets harder. That is why HR is testing a Speed to Hire process that allows hiring managers to complete the hiring process quickly from the field, including same day hire.
The turnaround goal for onboarding a new hire is 2 days. The plan is to roll this out company wide mid April. The point is to shrink the gap between need and action, so stores are not operating short handed longer than they have to.
The engagement from the hiring manager with new hires is vital for success. Staffing levels are reviewed and addressed with Ops so stores are not left trying to solve this alone.
For employee support, HR has shared a platform that contains a section for reporting employee incidents. Turnaround time for a response is 24 to 48 hours. Transparent, improved and more frequent HR communication is being built into the updated newsletter and TV program so support feels clearer and more consistent.
Payroll
Payroll issues create stress, and it usually hits at the worst time. The payroll ticketing system is being used by employees and managers so issues can be tracked and resolved through one place, instead of getting lost across emails and texts.
Manager focus right now is auditing timesheets and ensuring PAFs are submitted accurately and timely. That is one of the simplest ways to prevent problems before payday.
Accounting and Finance
The biggest issue being heard from the ops team regarding the Accounting and Finance group is communication. The commitment is responding to emails from the field within 24 hours. That is about making sure stores are not stuck waiting.
Accounting and Finance is adding personnel and has hired Gerrie Willis, a senior accountant with over 20 years of experience handling accounting for large multi unit businesses.
The team is transitioning from Quick Books Online to Sage Intacct. With Sage, period financials will be generated within 7 business days instead of the current 12 days. That means faster visibility and fewer delays when you are trying to understand performance.
Patches are going out this week
Atlas Patch shipments will begin going out this week. When your patches arrive, take a photo with them and shoot us a DM on Instagram 📸🔥
Ready to level up. Earn it. Order it. Wear it. Then go get your next one 💪🏽
Atlas Team Portal reminder
Make sure you create your login for the Atlas Team Portal ✅
This newsletter is the only update you will be able to see without signing into the portal. You should have received an email to your personal email, or your Atlas email if you have one. Set up your password now so you have access to future updates and everything we publish moving forward 🔐
What changes in how we communicate next
You asked for clarity, practicality, and follow through. Here is what we are going to make sure we build.
• More updates that close the loop, not just announcements.
• More real examples from the field, so the standard feels doable.
• More recognition that shows up consistently for the teams doing it right.
• Clearer paths to support, including where to submit issues and how follow up works.
This is a unified effort across leadership. The goal is not more noise. The goal is communication you can use, support you can feel, and a culture where the work is seen.
