Southbend, a renowned name in the commercial cooking equipment industry, has consistently  delivered quality, reliability, and innovation to chefs, foodservice operators, and institutions  across the country. At the centre of its customer-driven success is Bryant Woolcock, Vice  President of Sales, whose unique background and leadership approach have helped strengthen  Southbend’s position as a trusted partner in a dynamic industry. 

The American Executive had the opportunity to speak with Bryant about the company’s  growth, how it’s adapting to an evolving market, and why leading with empathy and trust is at  the core of its long-term strategy. 

From the Frontlines to Leadership: A Perspective Built on Experience 

Bryant’s path into leadership was shaped by years in the industry—a  foundation that continues to influence his work today. “I think it gave me a different  perspective,” he said.

That experience taught him the value of problem-solving, responsiveness, and long-term  relationship-building skills that now inform how he leads a national sales organization. “You  have to understand your customers’ pain points, and you have to care enough to do something  about them,” Bryant explained. “And I think that’s something I’ve carried with me into this  role.” 

Now, as Vice President of Sales & Marketing, Bryant is responsible for strategy, partnerships, and results— but also for fostering a culture where people thrive. “One of the most important parts of my job  is developing people. I want to help them grow, help them lead, help them see what’s possible,”  he shared. “When someone on my team wins, I win.” 

The Southbend Difference: Customization with a Purpose 

Southbend is widely known for its ability to deliver customizable solutions for virtually any  kitchen environment. Whether it’s a hospital, school, restaurant, or correctional facility, the  company prides itself on offering tailored options that meet customers’ specific operational  needs. 

“We’ve really leaned into that flexibility,” Bryant said. “Whether it’s a K-12 kitchen with  limited space or a high-volume restaurant that needs a very specific cookline, we can adapt.” But that customization isn’t just about configuration—it’s about partnership. “We don’t just  sell equipment,” he continued. “We’re trying to add value to our customers’ businesses. If we  do that consistently, the revenue takes care of itself.” 

He shared a recent experience working with a school district facing unique infrastructure  constraints. “It wasn’t the biggest job in terms of dollars, but it was one of the most rewarding,”  he said. “Because we made a real difference in how those schools serve their students.” 

A Culture of Service and Trust

Throughout the conversation, Bryant repeatedly emphasized the importance of showing up,  being consistent, and building trust over time. “Trust is earned one job at a time,” he said. “It’s  not about coming in with a pitch. It’s about asking questions, understanding the pain points,  and then coming up with a solution that makes sense.” 

This emphasis on trust extends not only to customers but also to internal teams. “I’ve always  believed in the philosophy that if you help enough people get what they want, you’ll eventually  get what you want,” he said. “We’re very customer-focused—trying to build relationships,  trying to deliver on commitments, and making sure we always show up.” 

That mindset, Bryant believes, is what sets Southbend apart in a highly competitive market.  “We want to be the company that does what it says it’s going to do. That’s how you build a  reputation that lasts.” 

Resilience Through Change: Adapting to a Post-Pandemic World 

The COVID-19 pandemic forced the entire foodservice industry to reevaluate how it operated,  and Southbend was no exception. From supply chain disruptions to shifting customer  expectations, the team had to navigate uncertainty with agility and transparency. “It forced everyone to take a hard look at their operations,” Bryant recalled. “We had to be  nimble. We had to communicate more. We had to anticipate needs rather than just react to  them.”

Bryant attributes the company’s success during this period to the resilience of its people. “I’ve  always believed in surrounding myself with good people—people who care, people who take  ownership,” he said. “Because when you have that, you can face anything.” The result was not just survival, but transformation. Southbend streamlined its internal  processes, doubled down on service, and emerged from the pandemic with stronger  partnerships and renewed momentum. “By focusing on the fundamentals—trust, service,  quality—we positioned ourselves for long-term success,” he explained. 

Innovation in Action: Embracing Smart Kitchen Technology 

As commercial kitchens become more complex, the demand for connected, data-driven  equipment continues to rise. Southbend is responding with a clear investment in innovation— bringing smart technology into its offerings while maintaining the rugged reliability it’s known  for. 

“Operators want data. They want visibility. They want to be able to monitor and manage their  kitchens remotely,” Bryant said. “And we’re investing in that. Because that’s where the  industry is going.” 

He emphasized that technology isn’t about novelty—it’s about solving real problems. “The  labor market is still tough. Costs are still volatile. Expectations are higher than ever,” he said.  “But that just means we have to get better. We have to keep evolving.” 

For Southbend, innovation also means making kitchens easier to operate, manage, and  service—whether that’s through user-friendly controls, remote diagnostics, or modular designs  that simplify maintenance. “It’s about creating smarter solutions that reduce stress for our  customers,” Bryant added.

People-First Leadership: Building a Stronger Team 

Beyond products and innovation, Bryant is passionate about leadership—especially when it  comes to coaching, mentoring, and empowering the next generation of sales professionals. “Helping someone become a better version of themselves is one of the most fulfilling parts of  my role,” he said. “Sometimes people just need someone to believe in them, to give them the  opportunity, and to walk alongside them as they grow.” 

This people-first leadership style has helped cultivate a high-performing, purpose-driven  culture at Southbend—one that’s rooted in accountability, trust, and shared success. “You can’t  ask people to give their best if they don’t feel valued or supported,” he said. “Leadership starts  with listening.” 

Looking Ahead: Growth Fueled by Purpose 

As Southbend continues to grow its footprint and expand into new market segments, Bryant  remains focused on doing things the right way. “We want to grow with purpose,” he said. “That  means being selective, staying true to our values, and never compromising on quality or  service.” 

He also sees tremendous opportunity in continuing to evolve the company’s product portfolio  and technology roadmap, particularly as kitchens become more automated and digitally  integrated. “The future is going to be about versatility, intelligence, and reliability,” he noted.  “And we’re ready for that.” 

When asked how he wants to be remembered as a leader, Bryant’s answer was simple but  powerful. “I want people to say, ‘He showed up. He added value. He cared,’” he shared. “That’s  the kind of leader I strive to be.” 

Conclusion: Purpose, Partnership, and Progress 

In an industry where competition is fierce and customer expectations are constantly evolving,  Southbend continues to lead with integrity, adaptability, and a relentless focus on adding value.  Under Bryant’s leadership, the company is not only delivering high-performance equipment— but also redefining what it means to be a true partner. 

By combining operational excellence with a genuine people-first approach, Southbend is  proving that the future of foodservice lies not just in innovation, but in relationships built on  trust, consistency, and shared goals. And as Bryant would say—success is earned one job at a  time.