Inside Torani’s people-centric playbook for $1b growth

A family-first perspective has allowed the beverage syrup company Torani to expand and retain manufacturing employees in pursuit of $1 billion in revenue. Torani boasts a high retention rate with the average employee staying five and a half years – a sharp contrast to the current culture where 30% of new US hires leave within 90 days . With 37% of US employees saying that recognition matters and 22% saying a lack of opportunity for advancement is a reason to quit, Torani listens. Tai Doong, president at Torani, believes the company’s internal programs stimulate loyalty and satisfaction, enabling employees to skill up and pivot to other roles and departments. He also cites the essential factor of compensation. “We know that compensation is much larger than just pay,” he says. “We take a holistic approach to ensure everyone, even our entry-level team members, have a competitive base pay paired with long-term wealth building opportunities, benefits and pathways to grow their skills.” The Torani compensation package includes an Employee Stock Ownership Program (ESOP), in which members receive a minimum of 5% of their salary, 5% in financial bonuses and 5% in profit sharing. After 25 years, an entry-level hourly employee has the chance to earn $1 million or more in assets by retirement time. That goes up to $1.6 million after 30 years with the company. Over the course of its century-long history, Torani has never laid off employees. That is unusual, especially in a year when many US food and beverage manufacturers, including TreeHouse Foods, Tyson Foods, Del Monte Foods, Reyes Coca-Cola Bottling and others have restructured and closed plants. Within the grocery industry, Kroger , Albertson’s and Publix also announced significant corporate layoffs for 2025. This year in the restaurant industry, Zomato , Starbucks, Grubhub , Dine Brands (IHOP, Applebee’s) and Denny’s all announced major layoffs, as well. According to Doong, much of the recruiting stems from pre-existing relationships. More than 12% of the team has family within the company. Internal recruiters seek recommendations from the current team, while also relying on online job postings, temporary-to-permanent placements, outside job boards, networking and industry events, as well as intentional sourcing efforts. The company’s internship program fosters emerging talent, prioritizes current employees’ immediate family members and has no higher education requirements. Doong describes Torani’s hiring process as a “team sport.” Interviews consist of multiple rounds with a range of team members across departments. Candidate-led brainstorms happen for senior-level roles. Supporting employees has not dampened the company’s financial performance, which has a 20% compound annual growth rate (CAGR). Last year, Torani surpassed the $500 million annual revenue mark and set its eyes on $1 billion in revenue by 2030. “We are expanding our manufacturing operations because Torani is growing rapidly,,” says Doong. In the past few years, the team size has more than doubled, including its manufacturing department. The company has even created a third shift to produce Torani syrups 24 hours a day, and added more manufacturing lines to bolster production. In the world of manufacturing, Torani balances considering how to pursue automation with retention. “[We have] an internal philosophy where we prioritize automation as a resource to build skills and drive efficient workflows, rather than eliminating essential jobs,” says Doong. “At Torani, we focus on generating opportunities for our people, because we know that our people drive our growth and having programs that support them is a win-win,” says Doong. Torani has a high brand recognition and a loyal following. Starting with just five syrup flavors, the company’s portfolio has skyrocketed to 150 drink enhancers for cocktails, coffees, sodas and milkshakes. Torani’s Vanilla Puremade Syrup has more than 3,200 Amazon ratings . “[Torani syrup] is super versatile, and the sugar-free varieties are great. I do everything from adding peach flavoring to ice tea to making a low-sugar piña colada,” says Jerry Drake, a Torani fan living in the Washington, DC, area. Doong’s advice to manufacturers looking to recruit and retain talent is to make team members feel appreciated. “If you’re looking to recruit and retain talent, think about what you can do to help your boots on the ground continue to grow and what programs you can offer, as a company, to make them feel valued,” he says.

Inside Torani’s people-centric playbook for $1b growth

In a layoff-heavy industry, beverage syrup and sauce brand Torani’s century-long people-first approach delivers stability, growth and a clear path to $1B revenue

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