Trade associations are vital for the ongoing growth of foodservice professionals by offering essential education and networking opportunities.
These platforms help the next generation find their footing in the industry through mentorship, training, and connections with experienced leaders.
In an age where constant digital communication dominates, the human connection is more critical than ever. Networking fosters collaboration, innovation, and professional growth that digital interactions alone can’t replicate.
SHFM’s mission is to provide a unique space for foodservice professionals to share insights, build relationships, and stay ahead of industry trends, ensuring continuous development and success in the evolving workplace hospitality landscape.
As Shayne Varnum steps into the role of President of the Society for Hospitality & Foodservice Management (SHFM), the industry stands at a critical juncture.
With the workplace environment evolving rapidly in response to global challenges and technological advancements, Varnum’s leadership is set to guide SHFM’s membership through these transformations.
As he takes on this leadership role, Varnum brings a clear vision, rooted in innovation, community, and sustainability, aiming to help SHFM members navigate new and emerging challenges.
Varnum, who also serves as Director of Consultant Services for ITW Food Equipment Group, is no stranger to the complexities of the foodservice industry.
Based in Massachusetts, he has worked at the intersection of foodservice and corporate hospitality for years, witnessing firsthand the challenges faced by organizations that must balance employee expectations, technological advancements, and sustainability mandates.
His new role at SHFM is a natural extension of his career-long commitment to helping organizations adapt to the changing landscape of workplace hospitality.
As Varnum assumes leadership, he inherits a robust agenda shaped by SHFM’s newly developed strategic plan. This plan focuses on three key pillars: Global, Resource, and Community. Each of these pillars addresses a crucial aspect of the evolving workplace hospitality industry, ensuring that SHFM remains a critical resource for its members.
“Our Global Pillar is designed to serve a broader community,” Varnum explained. “We’re specializing in globally enhancing the workplace hospitality and amenities industry by focusing on the workplace experience. This includes areas like foodservice, meeting and event planning, conference centers, audio-visual services, and fitness centers.”
While SHFM is not looking to expand its membership globally, the goal is to enhance the resources available for members who operate on a global scale. “We want to develop content and resources that cater to the needs of members with global responsibilities, ensuring they have access to the best practices, data, and trends that matter most to them,” Varnum noted.
The Resource Pillar focuses on positioning SHFM as the industry’s go-to source for cutting-edge information. Varnum elaborated, “We aim to be the single best resource for workplace hospitality, offering access to data, trends, best practices, research, and innovative products. Our members look to us for insights that help them stay competitive in an ever-changing environment.”
Finally, the Community Pillar emphasizes SHFM’s commitment to fostering a diverse, equitable, and inclusive environment.
“We deliberately use the word ‘Society’ because we want to represent a community where people with shared passions foster diversity, equity, and inclusion,” Varnum said. “This pillar aligns with our long-standing goal of creating a sense of belonging and mentoring across the workplace hospitality community.”
The global COVID-19 pandemic fundamentally reshaped the workplace, and as businesses grapple with hybrid work models, SHFM’s role in supporting members through these shifts has become even more critical.
“The pandemic has forced companies to rethink their workplace environments,” Varnum acknowledged. “We’ve seen hybrid work models evolve, but what’s also clear is that people miss the collaboration that comes from being physically together. One of our key challenges is helping members create environments that encourage employees to return to the office.”
Shayne Varnum emphasized that workplace hospitality, particularly in foodservice and amenities, plays a crucial role in making offices attractive to employees.
“While remote work has its benefits, hospitality is about people. The energy of face-to-face interactions can’t be replicated virtually, and companies are increasingly realizing this. SHFM is working to help our members create spaces that foster these connections.”
With foodservice and workplace amenities now seen as key differentiators for attracting and retaining talent, SHFM is helping its members stay ahead of the curve. “The workplace is more than just a place to work—it’s a space where culture and collaboration are cultivated,” Varnum said. “Foodservice and hospitality offerings are critical to creating environments where employees want to be.”
Through SHFM’s resources, members are given the tools to innovate and reimagine their workplace amenities to meet the expectations of the modern workforce. “We’re already seeing a rebound in the industry,” Varnum added. “Our corporate members are evolving their hospitality services to reflect new cultural and environmental needs.”
Sustainability continues to be a top priority for SHFM and its members. “I believe SHFM has been a leader in driving sustainable practices in workplace hospitality and foodservice,” Varnum stated.
“While the pandemic slowed us down a bit, sustainability remains a core focus. Many of our company members have sustainability as a mandate, and SHFM is committed to providing resources and guidance to help them achieve their goals.”
From reducing waste to adopting energy-efficient technologies, SHFM is supporting the industry’s transition to more sustainable practices, a mission that Varnum believes is crucial for the future of workplace hospitality.
Artificial intelligence (AI) is transforming many industries, and the foodservice sector is no exception. However, Varnum remains clear-eyed about the limitations of AI in hospitality
“While AI can certainly help create efficiencies, hospitality is ultimately about people. It’s unlikely that robots will fully replace human interaction in our corporate cafes,” he remarked.
Instead, Varnum sees AI as a tool to enhance service delivery. “By using data more effectively, we can anticipate the needs of employees and adjust staffing or resources accordingly. AI has the potential to improve efficiency, but it’s not a replacement for the personal touch that defines our industry.”
Varnum is particularly passionate about engaging SHFM’s younger members. “Our Rising Star Program has been a huge success,” he said. “Currently, about a third of our membership is made up of young professionals, those under 40. This younger generation is actively involved in SHFM, and they’re bringing a lot of energy and innovation to the table.”
By offering mentorship opportunities and specialized educational content, SHFM is working to ensure the future of the organization remains bright. “It’s important to invest in the next generation of hospitality leaders,” Varnum emphasized. “They’re the future of this industry, and it’s our job to provide them with the tools and opportunities they need to succeed.”
As Varnum looks ahead to the future of workplace hospitality, he remains optimistic. “The industry has shown remarkable resilience over the past few years,” he said. “As we continue to innovate and adapt, I’m confident that SHFM will play a key role in shaping the future of workplace hospitality.”
From embracing new technologies to fostering inclusive communities, SHFM is well-positioned to lead its members through the challenges and opportunities ahead.
Under Varnum’s leadership, the organization is poised to continue its mission of connecting, educating, and empowering leaders in corporate hospitality.
Learn more about SHFM at SHFM’s website.
