In a recent episode of Fast Casual Nation recorded live at the Fast Casual Executive Summit’s 20th anniversary, hosts Paul Barron and Cherryh Cansler sat down with Stacey Gelber, Vice President of Human Resources at Blaze Pizza, to discuss the evolving challenges of building and retaining teams in today’s fast-casual environment. With approximately 270 restaurants across three countries, Blaze Pizza has emerged as one of the largest players in the fast-casual pizza segment, and Gelber’s insights reveal how the brand is adapting to meet the needs of a multigenerational workforce.
Gelber, who joined Blaze just over a year ago from a healthcare background, was drawn to the brand by CEO Beto’s leadership philosophy centered on empathy and compassion. Since her arrival, she’s spearheaded the implementation of Opus, a mobile-first learning management system that delivers microlearning modules through short videos and quizzes. This approach reflects a fundamental shift in training methodology, acknowledging that today’s workforce—particularly Gen Z employees who make up the majority of Blaze’s hourly staff—responds better to bite-sized, immersive content than traditional text-heavy training manuals. The system allows team members to complete training on their phones during the first five minutes of their shifts, making education both accessible and integrated into daily operations.
The generational dynamics within Blaze’s workforce present both opportunities and challenges. Gelber candidly acknowledged that Gen Z employees are notably vocal about their needs, including work-life balance and mental health considerations, and they have no hesitation in expressing their opinions. While this can occasionally create scheduling complications—with team members sometimes only available for narrow time windows—Gelber views this transparency as ultimately positive, providing valuable feedback that helps shape company culture. Managing five different generations in the workforce requires individualized approaches to communication, recognition, and career development, with general managers and shift leads receiving specific training on how to adapt their leadership styles accordingly.
Innovation remains central to Blaze’s strategy, with the brand set to open “Ignite by Blaze” near their Atlanta headquarters—a restaurant designed as an incubator for testing new pizza ovens, conveyor systems, menu iterations, and technologies like kiosks and QR codes. This commitment to experimentation extends to their franchisee relationships, where Blaze maintains brand standards while allowing multi-unit operators (including franchisees with up to 43 locations) the flexibility to localize their marketing and adapt to regional needs. A franchise steering committee ensures buy-in on new initiatives, particularly around training content, before systemwide rollouts.
Gelber’s recruitment strategy acknowledges that attracting talent in 2025 requires meeting potential employees where they are—literally on their phones and social media platforms. Through a partnership with data analytics firm Bicki, Blaze is gaining insights into which channels resonate most effectively for both customer acquisition and recruiting. Gelber plans to expand Blaze’s presence on platforms like TikTok in 2026, creating content that showcases “day in the life” experiences rather than just job descriptions, recognizing that prospective employees now research company culture through hashtags and social media before ever submitting applications.
At the heart of Gelber’s approach is the belief that culture must be a “living, breathing thing” that’s consistently nurtured throughout the employee journey—from recruitment through career development. With corporate culture survey results showing exceptional scores in collaboration and cross-functional work, Blaze is focusing on maintaining that momentum through their newly reintroduced brand book and an upgraded HRIS system that will serve as a single source of truth and community hub for support center staff. Success stories of crew members advancing to trainers who now travel the country opening new restaurants exemplify the career paths Blaze is building, reinforcing Gelber’s conviction that in an industry where everyone now talks about culture, the winners will be those who genuinely embody it.
