Tracy Kim, the dynamic CEO of DIG Restaurant Group, is leading the charge in a pivotal moment for the fast-casual industry.
Known for its vegetable-forward, responsibly sourced menu, DIG is expanding its footprint beyond urban centers and into the suburbs—a strategic shift that reflects the evolving needs of modern diners.
With a background in tech leadership at Shutterstock and Aaptiv, Kim brings a fresh perspective to the food sector, blending operational expertise with a focus on people-first growth strategies.
Since joining DIG in 2021, Kim has been instrumental in guiding the company through the challenges of post-pandemic recovery, while positioning it for long-term success. Under her leadership, DIG has opened new suburban locations, introduced innovative service models, and piloted exciting new menu offerings like the family-friendly DIG Dinner Box.
Total Food Service wanted to share Tracy Kim’s vision with our readers because it represents a critical shift in the fast-casual industry—one that emphasizes sustainability, operational innovation, and community building.
Kim’s leadership at DIG provides valuable insights for industry professionals looking to navigate their own growth strategies in a post-pandemic landscape. In this exclusive Q&A, Tracy Kim shares her thoughts on expanding DIG’s reach, adapting to new market demands, and how her diverse career experiences have shaped her unique approach to leadership.
Can you tell us a bit about your career prior to joining DIG? What were some key milestones that shaped your professional journey?
Absolutely. My career path before DIG was quite diverse, though I’d describe it as a conventional route for where I ended up today. I started in consumer-focused industries, primarily working with consumer-packaged goods and healthcare companies.
Early on, I was with General Mills, where I worked on sales and marketing projects. Afterward, I spent several years at Weight Watchers, where I ran their licensing group, which was a pivotal experience for me in terms of understanding brand extension and consumer needs on a broader scale.
Following that, I transitioned into the tech space, which at the time was booming. I joined companies like Shutterstock, which was exciting as it was a fast-growing company.
I got to witness firsthand how businesses can scale, especially in a tech-driven world. This mix of experience in both consumer goods and tech really prepared me for my role at DIG, where I could apply a combination of these skills. It’s been a wild but rewarding journey!
You’ve had a pretty impressive journey in tech and consumer goods. How did your education at Harvard Business School impact your career decisions and trajectory?
Harvard Business School was transformative for me. I know there are mixed opinions about the value of an MBA, but for me, it was invaluable. Coming from a non-business background—I majored in Classics and was a pre-med student in college—the business fundamentals I learned at HBS were crucial.
More importantly, though, the network and the people I met were incredible. Being around such driven individuals really broadened my perspective on leadership, strategy, and business operations.
It wasn’t just about learning theory; it was about engaging with real-world challenges and learning from my peers. I think that foundation has helped me immensely in navigating the complexities of leading and scaling businesses like DIG.
How did you come to join DIG? Was it something you sought out, or did the opportunity find you?
It was definitely more of a serendipitous journey. I was first introduced to the leadership team at DIG Inn (as it was called then) back in 2015 through a recruiter. At the time, there was a potential role focused on people and operations, but that didn’t materialize.
However, I stayed in touch with the team, and we reconnected in 2021. By then, the company had evolved, and I was ready to bring my operational and growth-focused experience to the table.
So, I officially joined DIG at the end of 2021, just as the world was coming out of the COVID-19 crisis.
When you first stepped into the role at DIG, what were the immediate challenges, especially with the business coming out of the pandemic?
The biggest challenge at that time was getting the business back on its feet after the devastating effects of the pandemic. DIG had a strong presence in New York City, and with the city practically shutting down during COVID, 90% of our business vanished overnight. My initial focus when I joined was on reopening our locations and getting operations stabilized.
I came in as COO, and a lot of the early work was about rebuilding from the ground up—getting stores open, looking at our P&L, analyzing labor costs weekly, and making sure we were delivering consistent customer experiences.
It was about survival at first. But once we stabilized, the focus shifted to profitability, and I’m proud to say we achieved that by the end of 2022.
What does your management structure at DIG look like? How do you ensure that people come first in your leadership approach?
People are at the heart of everything we do. I firmly believe that if you have strong leaders in key positions, the rest will follow. Our management structure is regional, meaning we have three regional managers who oversee different parts of the business.
They are not just operationally strong but are also deeply people-focused. We look for servant leaders, those who inspire rather than dictate. This people-first approach starts at the top and trickles down to every part of the organization. One of the things we do to foster a sense of community and team is family meals.
Every week, teams cook meals that aren’t on the menu, often trying new recipes or ordering in, and they sit down together to bond. It’s a small but powerful way to build a strong culture.
We also encourage regular check-ins, celebrate wins, and make sure there’s open communication across all levels. Positivity is important, and we aim to make our employees feel valued every day.
You mentioned growth and profitability—what does growth look like for DIG moving forward?
Growth is really exciting for us right now. We’ve been expanding beyond just New York City, which used to be our main focus. We now have locations in Boston and the DMV (D.C., Maryland, Virginia) area, and we’re working on expanding further into suburban markets.
We want to diversify our presence geographically, as well as grow into new dayparts. Traditionally, DIG has been a lunch-focused concept, but we’ve been investing heavily in the dinner segment.
We’ve introduced new dinner items, like family-style meals and seasonal specials. Expanding into dinner not only provides incremental revenue but also allows us to serve a wider range of customer needs.
As of now, dinner sales are making up about 30-40% of our total sales, which is a huge shift from the 80/20 lunch-dinner split we used to have.
DIG has a strong reputation for quality food that feels healthy yet indulgent. How do you maintain that balance, especially as you expand?
It’s a delicate balance, for sure, but it’s central to who we are. We take pride in the fact that all of our food is scratch-cooked in-house, using high-quality ingredients. That’s something we won’t compromise on. However, we recognize that not every meal needs to be strictly “healthy.” We want to offer options for everyone, from someone looking for a light salad to someone craving our indulgent mac and cheese.
The key is making sure that, no matter what, it’s real food made from real ingredients. Our menu spans the indulgence spectrum—from hearty bowls to more decadent options—so our customers can always find something that suits their mood or dietary preferences.
We’re proud to serve food that you’d feel good about eating every day or sharing with your family.
Let’s talk about technology. How has it impacted your operations, and how do you see it evolving?
Technology has been a game changer for us, particularly with how we manage in-store and off-site orders. We use a kitchen display system (KDS) that helps streamline the flow of orders from different channels—whether it’s online, in-store, or delivery.
During peak hours, we run two separate lines to handle the demand: one for walk-in customers and one dedicated to fulfilling online orders. This separation has been crucial in maintaining efficiency and ensuring we don’t compromise the customer experience, especially during busy times.
That said, it’s always a work in progress. Technology can solve a lot of operational challenges, but it requires constant refinement. We’re always looking at ways to improve, whether it’s through better integration of our systems or exploring new tools that can help with labor optimization and customer experience.
At DIG, consistency and quality are everything, and our RATIONAL combi ovens are essential to making that happen day in and day out. These ovens allow us to cook a wide range of dishes—from vegetables to proteins—with precision, and they help us ensure that every meal we serve meets our high standards.
RATIONAL ovens are incredibly versatile, giving our chefs complete control over temperature, humidity, and cooking times. That means we can batch-cook food without losing flavor or texture, which is key for a concept like ours where everything is scratch-made and fresh.
The labor market has been challenging for everyone. How do you attract and retain talent in this environment?
Labor is definitely a challenge, but we’ve stayed committed to fostering a strong culture of hospitality and making sure our people feel valued. We focus on creating an environment where our team members want to stay and grow. Our management philosophy is people-first, and we look for leaders who are supportive and empowering.
One way we build this culture is through initiatives like family meals, weekly check-ins, and ongoing training opportunities. We also have a Slack channel where we celebrate wins, from large achievements to small victories like a team handling a huge catering order at 5 a.m. It’s important to keep morale high and make people feel like they’re part of something bigger.
Looking ahead to 2025 and beyond, what’s in your crystal ball for DIG?
Looking into the future, I see a lot of potential for DIG. We’re definitely focused on continuing our geographic expansion, filling in markets between Boston and D.C., and potentially exploring non-traditional locations like universities and corporate campuses.
We’re also open to partnerships and collaborations that align with our values and mission.
In terms of long-term growth, we haven’t ruled out any options—whether it’s staying private, pursuing an IPO, or considering strategic investments.
The goal is to grow sustainably and continue building a brand that resonates with our customers while maintaining the quality and integrity of our food. We’re in a great place right now, and I’m excited to see where the next few years take us!
All photos courtesy of DIG
