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The Power List
Lisa Price, executive vice president, chief human resources officer of Domino’s

Domino's HR chief on how the pizza brand is diversifying its ranks

Lisa Price outlines expanded employee resources and new Black Franchise Opportunity Fund. Meet the innovative, inclusive and industry changing leaders of the 2021 NRN Power List.

Lisa Price, executive vice president, chief human resources officer of Domino’s, was chosen for the Power List by CEO Ritch Allison for how she modeled the company’s values and led multiple initiatives designed to support employees. Here’s what else Allison had to say:

Lisa Price is a remarkable leader, who has helped us launch our company values systemwide and to live them out in powerful ways, such as taking care of the frontline, launching our inclusion and diversity programs and our employee resource groups. She did all of this in the face of a global pandemic.

Nation’s Restaurant News talked with Lisa price about how she strives to “put people first and do the right thing” in her role at Domino’s. Here’s what she had to say:

What’s the biggest lesson you’ve learned during this chaotic year?

This has been an incredibly difficult year for so many, but it has also provided a window into the lives of our team members and humanized leaders who have really led from a place of empathy, compassion and flexibility – something that may not have been at the forefront of our leaders’ minds a year ago. In addition, the situation has created a great opportunity for us to communicate more frequently with our team members and franchisees, and really demonstrate our brand values of put people first and do the right thing, creating higher levels of connection, belonging and engagement than prior to the pandemic. More frequent communication with our teams focused on not just the “what” — our strategy, priorities and initiatives — but also the “how” — living our values — will continue to remain a priority as we look to the future. 


 What are you most proud of in terms of company leadership and community impact as you look back at the challenges of 2020?

Leading with our values in the face of uncertainty and never wavering from those values is what I’m most proud of. In the midst of re-writing 60 years of operating procedures in six weeks to quickly adapt to the new operating environment focused on delivering a seamless consumer experience while keeping our team members and customers safe, we were equally focused on how we could support our communities and team members during these challenging times. This included significant investments in our US frontline corporate store and supply chain team members in the form of thank you bonuses, enhanced sick pay benefits and discounted and emergency back-up childcare offerings, plus the launch of a program called “Feed the Need” where we donated 10 million slices of pizza to feed first responders, hospitals, grocery store employees, school children and families, which provided our team members a sense of pride and purpose. 

How are you or your company fostering diverse and inclusive future leaders of foodservice?

In addition to simply being the right thing to do, inclusion and diversity is an important and core part of our business strategy. We believe that creating a sense of belonging for everyone creates a thriving culture of innovation where anything is possible. Two tangible ways we are fostering diverse and inclusive future leaders of foodservice are through our Employee Resource Groups (ERGs) and our Black Franchisee Opportunity Fund. First, our ERGs are voluntary, employee formed groups around shared identities (e.g., Women, Black/African Decent, Hispanic/Latinx, LGBTQ+) focused on fostering a more diverse, inclusive workplace. Our ERGs create a platform for individuals to build leadership skills, working with other team members and leaders to drive an agenda around connection, team member development, influencing business strategy and giving back to our communities. Second, this past year we announced a $3 million commitment over the next three years to  both external organizations that make a difference in Black communities and internal programs that will improve us, focused on three key pillars: Education, Service and Opportunity. As part of this effort, one of the internal programs we have launched is the Black Franchisee Opportunity Fund which supports current and future Black team members on their journey to entrepreneurship, making Domino’s franchising more accessible.

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