This as-told-to essay is based on a conversation with Jim Holthouser, the CEO of GoTo Foods. It has been edited for length and clarity.
The majority of my career has been in the hospitality business, making sure people feel welcome, well-fed, and taken care of. There’s something deeply rewarding about creating experiences — whether it’s in a hotel lobby or over a cinnamon roll.
GoTo Foods is the parent company of brands like Cinnabon, Jamba, Carvel, and others you’ve probably grabbed lunch from before. We have more than 7,000 restaurants around the world and more on the way, including a new international expansion of Moe’s Casa Mexicana into India.
As CEO, my job is to ensure that everything runs smoothly, focusing on our culture and growth. I see my role as serving our people — customers, franchisees, and the 700 folks working in our headquarters.
The only way I can achieve it all is with a routine that keeps me focused and steady. Structure, rhythm, and a little bit of piano every night — that’s how I stay grounded.
Here’s what a typical day looks like for me.
I don’t sleep past 6:30 a.m.
Even on weekends, I can’t seem to sleep past 6:30. I usually set an alarm, but most mornings I’m already awake before it goes off.
First thing? Coffee. Black. No cream, no sugar, no calories.
Then I scroll through news summaries. I like The Wall Street Journal, Kiplinger Daily, Morning Brew, the 1440 newsletter, and a few others.
After that, I do something a little ridiculous but very fun: I go meme-hunting. I’ve got friend groups from different chapters of my life, and we send memes to each other 365 days a year. Some are political, some are just absurd. It’s not about the jokes so much as it’s a way to stay connected to people I care about.
I work out every morning — and love my Whoop ring.
I’m pretty religious about my daily workouts. Three days a week are cardio, and three are weights. I’m on the Peloton at least once a week. If I’m not listening to coach Leanne Hainsby get me through an intense session, I’m listening to 70s music.
My Whoop ring is always on to measure the intensity of my workouts and stress levels. It’s sometimes too much information, but I like having the data.
I’m at the office by 8:30 — then I start my rounds.
I don’t force myself to be in the office first, but I do go every day to walk the floors of our Atlanta headquarters.
I try to know people by name, and remember what they care about — whether it’s their dogs, new babies, or jazz music. It’s just part of showing up.
I see culture as an investment. It doesn’t grow passively, so I make it a point to nurture it every day.
I fast until lunch, otherwise I’d eat Cinnabon every day.
I’ve been practicing intermittent fasting for years. It’s a good discipline and helps me manage my weight — especially given the line of work I’m in.
When I started at this company (back when it was called Focus Brands), they warned me about something called the “Focus 15” — as in, the 15 pounds you gain in your first year. Sure enough, I gained 11.
For lunch, I’m pretty predictable: grilled chicken and salad four out of five days a week. I also bring a little bag of raw veggies and a hard-boiled egg for a snack. No dips, no sauces, just straight veggies. I get teased for it all the time, but it doesn’t bother me — it works.
I meet weekly with my 10 direct reports — and mentor others over lunch.
I’ve organized the company to have 10 direct reports. I meet with most of them for an hour each week.
I also do regular skip-level meetings with brand heads who don’t report to me directly. We’ll grab a beer, lunch, have a casual chat in my office — whatever works for them. It’s not about metrics; it’s about getting to know each other.
A lot of people here have asked me to mentor them. If someone has the guts to reach out, I’ll almost always say yes. Most of the time, it’s just a monthly lunch. But it’s meaningful for both of us.
We have a purpose statement here: We feed people potential. Whether someone stays with us for 30 years or three, I want them to walk away stronger than they came in.
I plan my life in my phone’s Notes app.
I usually list out my entire week’s worth of tasks on Friday afternoons. I know what needs to get done, what can shift, and where I’ve got free pockets — usually two to three hours a day — to handle the unexpected and keep stress at bay.
I have about 15 lists going at any given time, and I’m always updating them with tasks I need to complete or things I need to remember.
I don’t use fancy project management software — just Notes on my iPhone. I’ll scroll through it if I’m feeling anxious or if I haven’t heard about a project in a while. It helps me stay on top of things.
After the typical workday, there are more meetings.
My day doesn’t end until 8 or 9 at night, often because I have a lot of entertaining and after-hours meetings and activities to do. We try to stay dialed into the local political scene to develop those kinds of contacts — you never know when you’re going to need them.
People think CEOs are there to set strategy and pull levers from the top. But I think the job is really about serving the people around you. I mentor, check in, give recognition, and stay connected — not because it’s expected, but because it matters.
I play piano nearly every night.
I started playing the piano when I was six, and I’ve never really stopped. At age 11, I was invited to study at Juilliard. I didn’t do that, but playing in piano bars and nice restaurants was how I paid my way through undergrad and grad school.
These days, I play for 30 minutes most evenings to decompress. When I’m focused on music, I can’t think about work.
I have a Steinway and record albums for a nonprofit based in Nashville called American Entertainment Works. I assign my royalties to them to help fund their cultural preservation projects. I’ve recorded eight albums so far — jazz, blues, classical, Gershwin — and I’m working on four more.
I clear my inbox every night before bed.
I’m one of those inbox-zero people. If I don’t clear my email before bed, I won’t sleep well. I probably get around 100 emails a day, but only 30% of them are truly important.
Franchisees always get top priority. We’ve got over 2,000 of them, and they’re the lifeblood of our company. Their messages always rise to the top.
I shut things down by 8 p.m. and spend the rest of the night with my wife.
Unless I’m out for work, I aim to stop working by 8 p.m. My wife and I will catch up over tea or a glass of wine — depending on the day— and maybe watch a show or the news.
I aim to be asleep by 10:30 or 11 p.m. I used to function just fine on five or six hours of sleep, but I’ve learned to value seven.
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