Tom Grote - CEO of Agape Automation: Narrowing your Focus, Stong Values, and Balancing the Core Business and Innovation

Tom Grote  00:00

What I’ve learned is I really let people do their thing, so it’s more about leading. And I don’t mean leading in a top-down way, but you just got to have great people with you. And what I try to do is help move things along. That’s kind of my superpower. I can synthesize things quickly and help move it forward with everybody, and I just kind of bounce.

Callan Harrington  00:22

You’re listening to That Worked, a show that breaks down the careers of top founders and executives and pulls out those key items that led to their success. I’m your host, Callan Harrington, founder of Flashgrowth, and I couldn’t be more excited that you’re here. Welcome back, everyone, to another episode of That Worked. This week, I’m joined by Tom Grote. Tom is the CEO of Agape Automation, a food tech innovation company that creates the automated smart kitchens of the future. Prior to Agape Automation, Tom was the COO of Donatos Pizza for over 17 years, a family-owned pizza company with more than 150 locations in six states.

I really enjoyed this conversation, and Tom might be the epitome of passion, and that’s for anything that he’s doing. We talked about all of the different facets of his career. Some of the discussions we dove into were how to maintain balance between operational excellence and innovation. This is something that fast-growing companies experience—this tension between focusing on the core business while still innovating. We also talked about the importance of surrounding yourself with a diverse team so you’ve got complementary skill sets working toward one goal. Another topic we explored was Tom’s decision to get his MBA later in life. It’s not a typical path, but I found it fascinating, especially given how much experience he already had.

One of the things I loved most about this conversation was discussing how narrowing your focus can drive the most growth and create the most profitable business. It’s advice we hear all the time: focus on a niche or on what you’re really good at. But it’s hard to do, and Tom broke it down beautifully. So with that, let’s get to the show. Tom, one of the places I’d love to start is, and I think you’re in a unique scenario here, tell me about starting to work at five years old.

Tom Grote  03:23

At five years old, we grew up behind the very first Donatos Pizza. We lived right behind the pizza shop—there was just one at the time—and my dad put us to work right away. He would bring me up to the shop, put me on a chair because I couldn’t reach the pizza table, and I’d put pepperoni on pizzas at the age of five. It all started back then, and here I am, 55 years later—just gave away my age—still putting pepperoni on pizzas. It’s like, for God’s sake, do I ever get away from this pepperoni?

But yeah, I’m still putting pepperoni on pizzas after all this time. It’s stuck with me for so long; it’s almost like a repressed memory. How can I make this easier? That’s been an obsession for 55 years.

Callan Harrington  04:32

You were a big part of Donatos’ success, helping grow the business from nine stores to over 175. You sold the company to McDonald’s in 1999 and then bought it back in 2003. Starting at one store putting pepperonis on pizzas to where the business went—that’s extreme growth. Looking back, what do you think helped unlock that success?

Tom Grote  05:00

We had slow growth during my childhood and high school years. By the time I graduated from Miami University, we had about eight pizza shops. After college, my dad and I had a talk. He also owned a company that made pizza equipment for food factories—he invented a machine that automates pepperoni placement, which is now used worldwide for frozen pizzas.

We discussed whether I wanted to join the family business, and I chose Donatos. I loved making pizzas and engaging with customers. Once I joined, I realized the biggest thing I brought to the table was the strategic planning mindset I learned in college. We decided to grow and made a plan.

Our first goal was to become the number one pizza chain in Columbus. As a family, we focused on that vision, analyzed our strengths and weaknesses, and put a plan into action. My dad was the risk-taker, my mom found real estate, and my sister excelled at working with people. Together, we executed our plan, and it worked.

Callan Harrington  06:15

Interestingly, one of the startups I worked at had pretty good growth but eventually stagnated. One of our advisors introduced us to the Rockefeller Habits: building the 10-year plan, the three-year plan, and the one-year plan, doing SWOT analyses, setting quarterly rocks, and so on. That was a big game changer for us.

We discovered many things we were doing that didn’t lead to our grand vision, and we needed to stop doing them. What were some of the things you found when you went through a similar process?

Tom Grote  07:00

It’s the 80/20 rule—focus on the 20% of things that deliver 80% of the impact. We applied it to our menu, to store types, and to everything we did. We cut our menu down to the top 10 items, and the business doubled. Narrowing focus made all the difference.

A challenge many companies face, including us, is creeping back into doing too many things. Even after seeing success from focusing, it’s easy to get distracted by new opportunities. You’ve got to remember what you’re great at and stick to it.

Callan Harrington  07:45

When you started to see that growth after narrowing focus, how did you resist the temptation to chase new opportunities?

Tom Grote  08:00

It depends on timing, leadership, and discipline. You have to stick to your plan and have a process to check if it’s working. If something isn’t working, you adjust, but you can’t just meander along. Sometimes, short-term success in the wrong areas pulls resources away from your core strengths. That’s a lesson we learned the hard way. Staying disciplined and aligned with your vision is critical.

Callan Harrington  08:45

Donatos has also been known for innovation. How did you balance staying true to your core business while investing in innovation?

Tom Grote  09:00

My dad was always obsessed with improving consistency and quality, which drove much of our innovation. He introduced conveyor ovens early on, automating parts of the pizza-making process, and constantly sought ways to make better pizzas.

On the marketing and menu side, my sister’s husband, Tom Kraus, drove innovation. But it’s tough to maintain a balance. You need a healthy tension between operations and innovation, and you must be willing to take short-term risks for long-term rewards.

For example, it’s hard for big companies to innovate because they’re so focused on hitting profit numbers. Startups have the advantage of being more agile and willing to take risks.

Callan Harrington  10:30

Let’s talk about Out on Main, the restaurant you founded in 1996. It was described as the first gay-centered business in central Ohio with windows and signage. That phrase—windows and signage—stuck out to me. How significant was that at the time?

Tom Grote  10:50

It was a big deal, especially in Columbus, Ohio. Back then, everything was hidden—bars and businesses were often in back alleys. Out on Main was about being open, proud, and unashamed.

The restaurant was part of my coming-out journey. I wanted to create a space where I could take my parents or anyone else and feel proud. It became a special place where people came to share important moments, like coming out to their families.

Callan Harrington  11:30

Out on Main became more than just a restaurant. It sounds like it was a place of community and acceptance. How did it feel to see that impact firsthand?

Tom Grote  11:50

It was amazing. People brought their parents there to come out. Parents brought their kids to support them. The restaurant became a top 10 restaurant in The Columbus Dispatch, which had a wide readership, even in smaller towns.

We’d often see couples from places like Marion or Lancaster, Ohio, who would come in because they wanted to visit all the top 10 restaurants. You could tell some of them were nervous about the space, but once they were there, hearts and minds began to change. It became a safe, inclusive place that helped build bridges.

Callan Harrington  12:40

I can only imagine the courage it took to do that at the time. Shifting gears a bit, you decided to get your MBA 16 years after graduating from Miami University, while already COO of Donatos. Why did you make that decision?

Tom Grote  13:00

It’s a great question. I didn’t need the MBA to prove anything—I was already COO. But my dad had always encouraged me to pursue an MBA, especially at a top school like Wharton, and that idea stuck with me.

When I was in Philadelphia opening Donatos locations after McDonald’s acquired us, I visited the University of Pennsylvania campus and decided I wanted to go to Wharton. It wasn’t just about the academics—it was about exposure to people and ideas I’d never encountered before. At Wharton, 40% of the students were international. The growth I experienced came more from the diversity of people I met and learned to work with than the technical knowledge.

Callan Harrington 14:10 

That’s what I’ve often heard about MBA programs—that the people and connections are the most valuable part. Looking back, was it worth it, and would you recommend it to others?

Tom Grote  14:30

It depends on your goals, but for me, it was absolutely worth it. If you’re in a big company, having an MBA can help from a résumé standpoint. Beyond that, it’s about growth—learning, meeting new people, and challenging yourself. It’s important to assess if it’s the right fit for you. For me, it was a personal growth opportunity, and I was fortunate to have the means to do it. It didn’t set me back financially, which made the decision easier.

Callan Harrington  15:15

Fast-forwarding a bit, you’ve been part of several accelerators and are now leading Agape Automation. What was the transition like, going from a large company to a startup?

Tom Grote  15:40

Startups are the best—if you have the funding. The financial stress and uncertainty are often the hardest part for people. For me, one of the biggest reasons I took this path was to work with my dad again.

He’s 81 now, and we work together very differently than we did when I was younger and less mature. We used to butt heads a lot. Now, I cherish his wisdom and persistence. He’s brilliant and never stops innovating. At Agape, we’ve built a small, talented team of about 10 people, ranging from interns to seasoned professionals. It’s such a joy to create something from scratch and work with a diverse, passionate team every day.

Callan Harrington  16:50

You’ve emphasized values throughout your career, and those values are front and center on Agape Automation’s website. Why was it so important to make your mission, vision, and values so prominent?

Tom Grote  17:15

Values have always been foundational for me, instilled by my parents. They taught us that love, family, and doing the right thing are what matter most. At Agape, we encapsulated our values into three simple principles: lead with love, treat others as you want to be treated, and always do the right thing. These principles guide everything we do. Leading with love means empathy and understanding. Treating others as you want to be treated creates fairness and respect. Doing the right thing ensures we make ethical decisions, including making the business sustainable and profitable.

Tom Grote  18:00

What I’ve seen over the years is that when you stick to your values, it pays off in ways you can’t always anticipate. At Donatos, my dad made countless decisions where he chose values over profit. He’d walk away from deals that didn’t align with our principles or refuse to compromise on quality, even if it meant short-term losses. Those moments of integrity set the tone for the company and built trust with our employees and customers. I’ve carried those lessons with me throughout my career, and they’re foundational at Agape as well.

Callan Harrington  18:45

You’ve talked a lot about your dad and the influence he’s had on your leadership style. What’s it been like working with him again, especially now that you’re both at different stages of your careers?

Tom Grote  19:10

It’s been amazing. Early in my career, we clashed a lot—we were both strong-willed and had different ways of approaching things. But over the years, I’ve come to appreciate just how brilliant and persistent he is.

He’s 81 now, and his energy and curiosity are still unmatched. He’s constantly coming up with new ideas and pushing boundaries. Working with him again at Agape has been a gift. We’ve found a rhythm where we complement each other’s strengths. I focus on execution and building the business, while he’s the visionary, always thinking about what’s next. It’s been a full-circle moment for me, and I’m grateful for it.

Callan Harrington  20:10

That’s incredible. Let’s shift gears a bit and talk about your nonprofit work. Your involvement in nonprofits is extensive—almost as long as your business career. What drew you to the nonprofit world, and how do you balance it with everything else you’re doing?

Tom Grote  20:40

The community has always been a core value for me. I’ve been involved in many causes over the years, but as a member of the LGBTQ+ community, much of my focus has been in that space. One of the most meaningful projects I’ve worked on was co-founding an LGBTQ+ advocacy organization in Ohio back in 2005. This was after the 2004 ballot initiative that banned same-sex marriage in the state. That campaign was painful—it felt like a personal attack, and it motivated me to take action. We started the organization from scratch, raised over a million dollars, and built a statewide staff to fight for equality. Ten years later, marriage equality became the law of the land, partly due to an Ohio case that went to the Supreme Court.

Callan Harrington  21:45

That’s an amazing legacy. How does leading in the nonprofit world compare to leading in business?

Tom Grote  22:10

There are similarities—strategic planning, fundraising, building teams—but the approach is different. In the nonprofit world, leadership is much more collaborative. Everyone at the table is an equal, and you need to bring empathy and humility to the work. As a white male, I had to learn to listen more and be mindful of how my words and actions could carry unintended weight. That experience challenged me to grow and made me a better leader in both nonprofit and business settings.

Callan Harrington  22:50

You’ve got so much on your plate—running a startup, staying involved in nonprofits, and raising a family. How do you manage your time and prioritize everything?

Tom Grote  23:10

I’ve learned to focus on building great teams and empowering them to take ownership. My role is to move things along, synthesize ideas, and keep everything aligned with our goals. At home, I’m incredibly lucky to have a supportive husband who’s been the backbone of our family. He’s stayed home to care for our daughters, which has made all the difference. For me, it’s also about staying grounded in gratitude. Whether it’s work, nonprofits, or family, I try to focus on what truly matters and let go of the rest.

Callan Harrington  23:50

You mentioned earlier that you’re in a later stage of your career, but it doesn’t sound like you’re slowing down. What’s next for you?

Tom Grote  24:10

I don’t see myself slowing down anytime soon. My dad is 81 and still going strong—he’s a great example of how you can keep contributing and finding purpose as you get older. For me, it’s about staying aligned with my values and purpose. Whether it’s at Agape, in nonprofits, or other ventures, I want to keep building things that make a difference and bring joy.

Callan Harrington  24:45

If you could go back and have a conversation with your younger self, what advice would you give?

Tom Grote  25:10

I’d tell my younger self to have courage, be authentic, and go for it. In my younger years, I spent so much energy hiding who I was, and it caused a lot of anxiety. Looking back, I wish I’d had the confidence to be myself sooner.vFor anyone struggling with self-doubt, especially in the LGBTQ+ community, my advice is to believe in yourself and find supportive people. It does get better. That applies to business too—surround yourself with people you enjoy working with and make every day meaningful. Don’t wait for happiness or success in the future. Focus on what you can enjoy and be grateful for today.

Callan Harrington  26:00

That’s powerful advice. It’s so easy to get caught up in chasing the next big thing and forget to celebrate the present. Thank you, Tom, for sharing your story and insights.

Tom Grote  26:20

Thank you, Callan. This has been a lot of fun.

Callan Harrington 30:38

I hope you enjoy Tom and I’s conversation. I loved talking about narrowing your focus, and it’s something that I am actively working on within my own business. If you want to learn more about Tom, you can find him on LinkedIn—links are in the show notes. Also, if you liked this episode, I’d love to hear your thoughts. You can find me on LinkedIn and let me know what resonated with you. And if you really want to support the show, leaving a review on Apple Podcasts or Spotify is very much appreciated.

Thanks for listening, everybody, and I’ll see you next week.