CHICAGO —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
At the time, the restaurant industry was viewed as “a minor stepchild of retail,” said Licata, who had served as the executive secretary to the Department of Health, Education and Welfare during the administration of President Gerald Ford and as an international trade specialist for the Department of Commerce. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
But through a serendipitous set of events, Licata agreed to interview for the post and was surprised by what he discovered. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
“I really enjoyed the people I met with, and that was that,” Licata said. “The first meeting I went to, people were talking about their problems with their competitors. I couldn’t believe it. That is the greatest thing about this industry, the openness of it. Everyone knows everyone else, and that has never changed.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
But much has changed for the International Foodservice Manufacturers Association over the past 30 years with Licata at the helm. The man known as a polished, driven leader has transformed IFMA from a nearly bankrupt organization into one of the industry’s most influential and profitable trade groups with a $10 million budget and more than 400 members. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Anthony Marchese, IFMA’s chief financial officer and the association’s most-tenured employee, said that when Licata was named president in 1977 the two men shared an office. “We couldn’t afford anything else,” Marchese said. Today Licata enjoys a sprawling private office with a panoramic view of Chicago’s lakefront and a display case featuring his antique gun collection. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Licata has built IFMA into an organization that offers members a wide range of services, from educational programs and training seminars to detailed surveys quantifying the industry’s buying power. IFMA also is known for attracting the leaders of foodservice to its annual events, like the Chain Operators Exchange—COEX, and the prestigious Gold & Silver Plate Awards banquet. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Licata frequently is praised for bringing together various segments of the industry: manufacturers, distributors and operators. He has cultivated relationships with some 14 organizations, including the National Restaurant Association and the NRA Educational Foundation; the International Foodservice Distributors Association, the Multicultural Foodservice and Hospitality Alliance; and the Women’s Foodservice Forum, to name a few. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Industry leaders say Licata always has dressed impeccably, wearing custom Italian suits even in his early years, and they credit his own personal finesse and attention to detail with elevating IFMA’s image. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Dave Pfanzelter, president of Kellogg’s Specialty Channels, recalls that when he met Licata, he couldn’t help but wonder “why a guy like Michael would want to go to an industry that wasn’t even recognized.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Licata was “the first real professional to come out with credibility to represent the industry,” he said. “To see someone of Michael’s stature was compelling. He chose to take the helm of an industry that hadn’t even defined itself. He saw what others couldn’t see.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Raised by a mother who worked the front counter at a dry cleaner and a father who was a professional gambler and pool player, Licata learned from his parents that you have to really enjoy your work. He said that one of the highlights over the last 30 years has been meeting foreign heads of state, including Margaret Thatcher, Benjamin Netanyahu and Mikhail Gorbachev, who spoke at COEX. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Pfanzelter, a past IFMA chairman, says one of Licata’s talents is recognizing “that change is necessary to continue relevancy. I think that is the hallmark of a great leader.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
One example, Licata said, is COEX’s transformation in recent years from an IFMA-sponsored event to an all-industry event. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
“Now, we literally have the supply chain in one room, and they are not just talking about products,” he said. “They are talking about the issues facing all of us—legislation, nutritional ingredients and how to handle new products.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Mary Adolf, president of the NRA Educational Foundation, says IFMA’s alliances with other groups have “contributed to elevating the success of [IFMA’s] conferences and events.” Licata, who serves on the NRAEF board, brings business savvy to it, she said. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
“He sees the whole landscape relative to the foodservice marketplace,” Adolf added. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Gerry Fernandez, president of the Multicultural Foodservice and Hospitality Alliance, said Licata gave him his first industrywide platform to discuss why diversity management is important. He praised Licata for ensuring that the Gold Plate dinner remains the Academy Awards of the industry. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
“In this day and age, we don’t have a lot of old-school pomp-and circumstance-celebrations,” he said. “It is one of the few things in our industry that has drama.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Bill Lovette, the current IFMA chairman, described Licata as “an excellent leader who has passionately campaigned for growth and supply chain efficiency.” Lovette, who is senior group vice president of poultry/prepared foods for Tyson Foods, added, “Mike is to be credited for his vision, thought, leadership and passion for continuous improvement for our industry.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Larry Oberkfell, president of Schwan’s Food Co., says Licata is a “really good consensus builder among very strong personalities” on IFMA’s board of 30 directors. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
“It is hard running an association like IFMA because of the power and capability of the group’s biggest members,” said Oberkfell, a past IFMA chairman. “Yet our charter is to be there for our members of all sizes. Michael does a very good job of balancing that.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Licata admits that it is an ongoing challenge to manage the varied needs of IFMA’s members. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
“We are bottles, center of the plate, frozen and fresh,” he said. “When we take on an issue, the biggest companies can make change, but the smaller ones can’t always afford to do it. That is what sometimes slows us down.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
And yet IFMA continues to evolve. The group is developing a category management program that Licata says can save the industry billions of dollars by streamlining the number of products distributors carry. In addition, Licata says he also would like to see the industry’s trade associations elevate their partnerships. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
“If you look at the future of foodservice, let the NRA do what it does best, which is legislation in Washington,” he said. “They are doing a masterful job in that arena. We represent major manufacturers, so when an issue like trans fat comes up, why not band together with other organizations like us and approach this as an industry rather than as an entity. Until we get to this stage, we are still going to be inefficient. I would love to see that happen. This industry would become such a powerhouse, it would be frightening.” —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
Meanwhile, Licata—a connoisseur of fine food and a partner in several of Lettuce Entertain You Enterprises’ restaurants, including Joe’s Stone Crab and Mon Ami Gabi—seems as energized by the industry as he was three decades ago. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.
“This is an industry that gets in your blood, and you know that you are never leaving,” he said. —When a headhunter approached Michael J Licata 30 years ago about leading a trade association for foodservice manufacturers, the ambitious Washington insider insisted that he had no interest in the job.